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Journal articles on the topic 'Council of Police Chiefs'

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Author: Grafiati

Published: 4 June 2022

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1

Johnson, Richard R. "Minimum Requirements for Police Chiefs in the USA." Police Journal: Theory, Practice and Principles 78, no. 2 (June 2005): 103–18. http://dx.doi.org/10.1350/pojo.2005.78.2.103.

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In the USA police chiefs of municipal police departments are usually selected by the mayor or city council, and often recruited from outside the local police department. To date no study has evaluated the minimum employment qualifications required by municipalities for their police chiefs. The present study involved a content analysis of 162 municipal police chief job advertisements in order to determine the minimum requirements needed in order to compete for the position of police chief. The study also attempted to determine if community characteristics such as population size, density, racial diversity, and economic affluence were correlated to the specific minimum requirements communities sought in their chiefs.

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2

Smith, N. "Interview: Paul Taylor, Chief Scientific Adviser, National Police Chiefs' Council." Engineering & Technology 16, no. 8 (September 1, 2021): 124–31. http://dx.doi.org/10.1049/et.2021.0822.

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3

Gill, Carmen, and Chief Leanne Fitch. "Developing and delivering a National Framework for Collaborative Police Action to Intimate Partner Violence in Canada." Journal of Community Safety and Well-Being 1, no. 3 (November 18, 2016): 51. http://dx.doi.org/10.35502/jcswb.26.

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The National Framework for Collaborative Police Action to Intimate Partner Violence is a document designed to provide police services across Canada with a guide to leading practices to address intimate partner violence (IPV) and to help police leaders better inform policy development and subsequent police action. The National Framework espouses the importance of a multi-agency, multi-pronged collaborative model designed to keep individuals, families, and communities safe. The document provides a shared language and understanding of IPV that can be used among police agencies and with community partners. The National Framework is the result of collective efforts involving subject matter experts from policing, academia, and community organizations, and was rooted in research funding from the Social Sciences and Humanities Research Council of Canada made available to the Canadian Observatory on the Justice System’s Response to Intimate Partner Violence at the University of New Brunswick. In August 2016, the National Framework (NF) was officially endorsed by the Canadian Association of Chiefs of Police.

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4

Metcalfe, Tim. "Shifting the blame: towards a self-reforming police service in England and Wales." International Journal of Emergency Services 6, no. 3 (November 13, 2017): 153–65. http://dx.doi.org/10.1108/ijes-06-2017-0035.

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Purpose The police service has been encouraged to become a “self-reforming sector”, yet there is an acknowledgement of a “blame culture” within the policing. The purpose of this paper is to explore the barriers to “self-reform”, as identified by chief officers, and propose a series of strategies to help inform the future of police leadership. Design/methodology/approach The research is primarily underpinned by a series of semi-structured interviews with chief constables and a series of four workshops. Findings The paper argues that contemporary police cultures, and approaches to failure, are not conducive to the realisation of a “self-reforming” sector. It is proposed that strategic future leaders should consider establishing a common process for organisational learning whilst simultaneously encouraging cultural change that de-stigmatises failure and supports the development of adaptive and networked learning organisations. Research limitations/implications The research is limited by exclusively drawing on the perspective of chief officers and does not engage a representative cross section of the police service. The absence of detailed analysis of Her Majesty’s Inspectorate of Constabulary findings to complement the review of IPCC recommendations is a limitation that weakens subsequent conclusions. Finally, this research would benefit considerations of potential structural and organisational changes that would support the realisation of a “self-reforming sector”. Practical implications This research supports work by the National Police Chiefs’ Council to deliver police reform. Originality/value The paper is informed by new and original qualitative research explicitly focused on the perspective of senior police leaders.

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5

Swianiewicz, Paweł. "The Politics of Local Tax Policy-Making in Poland." NISPAcee Journal of Public Administration and Policy 9, no. 1 (June 1, 2016): 167–89. http://dx.doi.org/10.1515/nispa-2016-0008.

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Abstract The paper answers two basic questions: To what extent is tax policy an important item of the local political agenda in Polish municipalities ? Is it a subject of intense debates at city hall and local councils or is it accepted as a routine exercise ? The results suggest that the issues related to local taxes play a relatively marginal role compared to issues such as the location of major investments. However, the importance of taxes in local debates increases in those local communities in which the tax yields collected are larger and in the case of those taxes which are paid by a wider group of tax payers. Who governs in local tax-policy-making ? According to local provisions the proposal of tax resolution is submitted by the mayor, and the local council makes the final decision. But empirical findings suggest that the practice follows the “strong mayor” model, in which the local political leader, supporter by his staff of the financial department, is more influential than the councilors. Those questions are answered on the basis of field research conducted in 2014 in 36 Polish municipalities. The research methods included content analysis of minutes of local council meetings, as well as face-to-face survey and semi-structured in-depth interviews with over 100 mayors, chiefs of finance departments in city halls and councilors.

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6

Outler, Albert C. "Theodosius' Horse: Reflections on the Predicament of the Church Historian." Church History 57, S1 (March 1988): 9–19. http://dx.doi.org/10.1017/s0009640700062909.

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The second general council of Ephesus was convened on August 8, 449, and adjourned some fourteen days later by the legates of Theodosius II, who promptly confirmed the council's canons and decrees. It had been as regular, or irregular, as Nicea I or Ephesus I had been, and far more general than the Constantinopolitan synod of 381. Its chief importance lay in registering another splendid victory for the Alexandrines. The “school” of Antioch was shattered beyond repair; Pope Leo and the Westerners were walled off and weakened; the bare notion of “two natures” was branded as Nestorian; every principal see in the East was manned by a henchman of Dioscoros. Moreover, the emperor and his grand chamberlain (the eunuch Chrysaphius, godson to Eutyches) were prepared to support Alexandrine policy with police power.

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7

Afeadie, Philip Atsu. "Ambiguities of Colonial Law: the Case of Muhammadu Aminu, Former Political Agent and Chief Alkali of Kano." History in Africa 36 (2009): 17–52. http://dx.doi.org/10.1353/hia.2010.0002.

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Colonial law in Africa involved European moral and legal codes representing some rules of western law, as well as elements of African customary law. However, the colonial situation embodying political and economic domination necessarily negated the ideal practice of the rule of law. Nevertheless, the need arose to introduce some aspects of western law and codes of administration, including salary and benefits schemes for African employees of the colonial government, and legal entitlements such as court trials for accused government employees. These considerations were deemed necessary, if at least to propitiate metropolitan critics of the colonial establishment. Also some rule of law was required for the organization of the colonial economy, including regulation of productive systems and commercial relations. As well, the need for indigenous support necessitated dabbling in indigenous customary conventions. In Muslim polities such as Kano in northern Nigeria, customary conventions included Islamic law.On the establishment of colonial rule in Kano, judicial administration was organized on three principal institutions, involving the resident's provincial court, the judicial council (emir's court), and the chief alkali's court in Kano City with corresponding district alkali courts. The resident's provincial court had jurisdiction over colonial civil servants, including African employees such as soldiers, police constables, clerks and political agents. Also, the provincial court was responsible for enforcing the abolition of the slave trade in the region. The judicial council, classified as “Grade A” court, was composed of the emir, thewaziri(chief legal counselor), the chiefalkaliof Kano (chief judge), theimam(the religious leader of Kano mosque), thema'aji(treasurer), and general assistants including some notable scholars of Kano city. The council adopted thesha'ria(Muslim law) and local Hausa custom, and its jurisdiction extended over “matters of violence, questions of taxation and administration, and cases involving property rights, whether over land, livestock, trade goods, or slaves.” On the issue of capital sentencing, the judicial council required the approval of the resident. The council was also prohibited from authorizing punishments involving torture, mutilation, or decapitation.

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8

Kanayeva, Yuliya A. "Ensuring the right to housing for police officers at different historical stages of Russian state development." Current Issues of the State and Law, no. 20 (2021): 741–51. http://dx.doi.org/10.20310/2587-9340-2021-5-20-741-751.

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We draw attention to the peculiarities of development of right to housing by police officers since 1718 (the official formation of the police) and indicate how this right was implemented until this year. Thus, until 1718, persons in the civil service, as a rule, consisted of boyars, nobles, etc., and they were provided with housing. The officers performing police functions were elected from black settlements, respectively, they did not have their own housing, so they were given official housing at their place of service. We emphasize that a new stage in the development of police began in 1718, when the post of the St. Petersburg General-Chief of Police was established. However, the relevant normative legal acts regulating the housing provision of employees were not adopted. It is indicated that in the 19th century, compensation was paid to police officers. At the same time, according to the Code of Laws of the Russian Empire in 1857, police officers could conclude a contract of employment, and subsequently, after the publication of the Law of June 23, 1912 “On the Right of Building”, the middle class was protected from taking a large payment from them. for housing. Attention is focused on the fact that after the October Revolution of 1917, in 1922, the Moscow City Council decided to release all employees of the Moscow police from paying utility bills. The right to housing was also ensured after the collapse of the USSR and the reform of the department, taking into account the adoption of the Federal Law of February 7, 2011 No. 3-FL “On the Police”.

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9

Crank, John P., Robert M. Regoli, Eric D. Poole, and Robert G. Culbertson. "Cynicism among police chiefs." Justice Quarterly 3, no. 3 (September 1, 1986): 343–52. http://dx.doi.org/10.1080/07418828600088981.

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10

Maher, Timothy M. "Police chiefs’ views on police sexual misconduct." Police Practice and Research 9, no. 3 (July 1, 2008): 239–50. http://dx.doi.org/10.1080/15614260701797504.

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11

Time, Victoria M., and Brian K. Payne. "Police chiefs' perceptions about Miranda." Journal of Criminal Justice 30, no. 1 (January 2002): 77–86. http://dx.doi.org/10.1016/s0047-2352(01)00124-6.

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12

Hays, Kraig L., Robert M. Regoli, and John D. Hewitt. "Police Chiefs, Anomia, and Leadership." Police Quarterly 10, no. 1 (March 2007): 3–22. http://dx.doi.org/10.1177/1098611106288916.

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13

BROWN, H. CAROLYN PEACH, and JAMES P. LASSOIE. "Institutional choice and local legitimacy in community-based forest management: lessons from Cameroon." Environmental Conservation 37, no. 3 (August 12, 2010): 261–69. http://dx.doi.org/10.1017/s0376892910000603.

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SUMMARYDecentralization of forest management has become a common policy globally which has allowed communities to regain rights removed through colonization and central state management of forests. However, socioeconomic and environmental outcomes of such community-based forest management schemes have been mixed. Studies have shown the importance of institutions in influencing the success of these new governance arrangements. Based on an extensive literature review supplemented by qualitative research, using focus groups and semi-structured interviews, conducted in nine villages in the humid forest zone comprising three community forests, this research investigated the successes and challenges from decentralization of forest management in Cameroon. A key constraint on success was the inappropriate institutional structure at the local level with responsibility to manage community forests. Community forest management committees with no internally recognized legitimacy and dominated by local elites had replaced roles once played by traditional authorities. Qualitative research showed that in the humid forest zone of Cameroon, the system of accountability for forest resources, prior to the enactment of community forest legislation, included those with historical traditional cultural authority, in the form of clan or lineage heads, as well as the village chief, a legacy of colonial power. Village chiefs or other members of the village council are also selected on the basis of their good moral character. Community forest management committees that are a hybrid of customary authorities and other representatives of the population chosen following the criteria for local legitimacy may capture the best of historical social regulation and build on it so that the local committee may be seen as being accountable to the local population. Since such hybrid institutions are not without their risks, it is important that these institutions be accountable to a local democratic government to further increase their transparency and accountability. Models of community-based natural resource management that incorporate culturally appropriate requirements of legitimacy and accountability in crafting local institutions may have more success in accomplishing both socioeconomic and environmental goals.

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14

B. Sarver, Mary, and Holly Miller. "Police chief leadership: styles and effectiveness." Policing: An International Journal of Police Strategies & Management 37, no. 1 (March 11, 2014): 126–43. http://dx.doi.org/10.1108/pijpsm-03-2013-0028.

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Purpose – The purpose of this paper is to examine the leadership styles of police chiefs and how these styles related to demographic, personality, and effectiveness. Design/methodology/approach – Participants included 161 police chiefs in Texas who completed the Multifactor Leadership Questionnaire (MLQ 5X-Short) leader form, the NEO Five-Factor Inventory (NEO-FFI), and a background characteristics form. Findings – Results indicate that the police chiefs were fairly evenly classified across leadership styles with the Transformational leaders rated as most effective. Transformational leaders are characterized as confident, energetic, and open-minded. Although few of the demographic variables predicted leadership styles, several of the personality characteristics were significant predictors. Originality/value – Few previous studies have reported the relationship between police leadership style, personality, and effectiveness. This study adds to the body of knowledge regarding the relationship between these variables by specifically targeting police chiefs.

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15

Matusiak, Matthew C. "Environmental Predictors of Municipal Police Agency Goals." Police Quarterly 22, no. 1 (August 30, 2018): 112–36. http://dx.doi.org/10.1177/1098611118797068.

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Applications of organizational theory to police organizations frequently employ the framework of structural contingency or institutional theories. The current study seeks to evaluate the impact of both technical and institutional environmental aspects of policing on the goals of municipal police agencies. The influence of a combination of environmental contingencies and chiefs’ ratings of institutional sectors is explored to assess which theory better explains chiefs’ emphasis on police agency goals. Relying on ordinary least squares regression models, the impact of two competing theoretical frameworks is assessed. Findings suggest that chiefs’ demographics (control variables) and legitimacy (institutional) factors have a greater impact than technical (structural contingency theory) elements on the goals that chiefs emphasize within their agencies. Potential theoretical advancement employing public sector agencies is also presented.

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16

Chappell, Allison T., and Sarah A. Gibson. "Community Policing and Homeland Security Policing." Criminal Justice Policy Review 20, no. 3 (March 12, 2009): 326–43. http://dx.doi.org/10.1177/0887403409333038.

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The past three decades have seen police agencies move toward the adoption of community policing. However, since 9/11, the policing focus has appeared to shift toward homeland security. Whether this represents a shift to a new policing philosophy or a modification to an existing one is unclear. Are community policing and homeland security policing compatible? Or does the move toward homeland security policing signal the demise of community policing? This study investigates these questions with data from Virginia police chiefs. Results suggest that police chiefs with 4-year degrees, chiefs from smaller departments, and chiefs from departments with higher levels of community policing implementation are less likely to believe that the emphasis on community policing is waning. Furthermore, police chiefs with 4-year degrees and those from departments with higher levels of community policing implementation are more likely to see community policing and homeland security policing as complementary strategies. Implications of the findings and directions for future research are discussed.

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17

Kim, Bitna, Adam K. Matz, and Selye Lee. "Working Together or Working on the Same Task but Separately? A Comparison of Police Chief and Chief Probation or Parole Officer Perceptions of Partnership." Police Quarterly 20, no. 1 (July 31, 2016): 24–60. http://dx.doi.org/10.1177/1098611116657283.

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It remains unclear how pervasive police-community corrections partnerships are, and to what extent they are integrated into routine practice, as well as whether or not police chiefs and chief probation or parole officers within the same jurisdictions perceive them to be effective. The current study enhances our understanding of such partnerships between police and probation or parole. Data were collected through a statewide survey of a random sample of municipal police chiefs and county chief probation or parole officers in Pennsylvania. The primary research questions focus on identifying the following: (a) empirically derived and meaningful patterns of police-community corrections partnerships, (b) a comparison of police chief and chief probation or parole officer perceptions of benefits and problems regarding their partnerships, and (c) the predictors of these perceptions. Results reveal that such partnerships are prevalent, but they are predominantly informal, with formalization largely contingent on the progressiveness of the police chief (i.e., newer police chiefs were more likely to engage in formalized partnerships). Further, the crime prevention and recidivism reduction potential of these partnerships remain unclear from the perspectives of both law enforcement and community supervision leaders. In general, Pennsylvania police chiefs are less favorable to the partnerships than are the chiefs of probation or parole offices, and certain partnership types relate to the negative perceptions of some agency leaders. The implications of the findings reported here for policies, training, and future research are discussed.

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18

Schulz, Dorothy Moses. "Women Police Chiefs: A Statistical Profile." Police Quarterly 6, no. 3 (September 2003): 330–45. http://dx.doi.org/10.1177/1098611103254317.

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19

Brady, Patrick Q., and William R. King. "Brass Satisfaction: Identifying the Personal and Work-Related Factors Associated With Job Satisfaction Among Police Chiefs." Police Quarterly 21, no. 2 (March 7, 2018): 250–77. http://dx.doi.org/10.1177/1098611118759475.

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Despite job satisfaction being among the most commonly studied constructs in the organizational behavioral literature, few studies have examined predictors of job satisfaction among police officers. Even more, much of the stress and policing literature has focused primarily on frontline officers. As a result, less is known about the development of work-related attitudes among police administrators. The present study used a sample of 315 police chiefs to identify the personal and work-related factors associated with job satisfaction among police chiefs. Findings indicated that organizational factors, such as the size of the organization and chiefs’ overall commitment to their organization, were the two strongest predictors of job satisfaction. Implications and future avenues of research are discussed.

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20

Kim, Bitna, and Jurg Gerber. "Revisiting Police–Adult Probation Partnerships in Texas: Troubling Signs." Police Quarterly 21, no. 3 (March 20, 2018): 309–34. http://dx.doi.org/10.1177/1098611118760563.

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It has been almost 10 years since the Correctional Management Institute of Texas surveyed police chiefs in Texas in 2007, concluding that the overwhelming majority of police–probation partnerships in Texas were informal rather than formal. This study revisits police–adult probation partnerships in Texas using new state-wide data collected from both police and adult probation chiefs in 2016. This study found some troubling signs in the nature and extent of partnerships: The majority of police agencies in 2016 had no partnerships at all, but approximately 75 of probation agencies did, albeit mostly informal ones. Although both police and adult probation chiefs appeared to be open to future formal partnerships, they were only interested if initiated by another agency. The findings of this study highlight the importance of formalizing and institutionalizing partnerships for sustainability over the long term. The roles of regional professional organizations will be critical to expand partnerships.

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21

Li, Wen. "Complaints against the Police in China: A Personal View." Police Journal: Theory, Practice and Principles 78, no. 2 (June 2005): 119–28. http://dx.doi.org/10.1350/pojo.2005.78.2.119.

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China does not have an independent police complaints system. Police services are under the control of local governments and police chiefs, and police chiefs have specific responsibility for the supervision of police complaints. Although traditionally the Chinese prosecutors have acted as independent supervisors in the more serious complaints against the police, they are still seen as part of the criminal justice establishment. Recent efforts to change the present system have proved ineffective and inadequate in a modernising and reforming China and there are now calls for an independent element to be introduced into the police complaints system in China. This article discusses the main issues involved and suggests a way forward.

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22

Woods, DeVere D., and Amy Craddock. "GOALS: CONGRUITY AND CONFLICT AMONG POLICE OFFICERS AND POLICE CHIEFS." Journal of Crime and Justice 27, no. 1 (January 1, 2004): 87–118. http://dx.doi.org/10.1080/0735648x.2004.9721630.

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23

Rowe, Brenda I. "Predictors of Texas Police Chiefs’ Satisfaction with Police–Prosecutor Relationships." American Journal of Criminal Justice 41, no. 4 (December 29, 2015): 663–85. http://dx.doi.org/10.1007/s12103-015-9322-6.

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24

Lyons, Phillip M., Michael J. DeValve, and Randall L. Garner. "Texas Police Chiefs' Attitudes Toward Gay and Lesbian Police Officers." Police Quarterly 11, no. 1 (March 2008): 102–17. http://dx.doi.org/10.1177/1098611107302655.

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25

Matusiak, Matthew C. "Do New Chiefs Mean Fresh Perspectives? The Institutionalization of the Police Executive Environment." Criminal Justice and Behavior 48, no. 10 (April 15, 2021): 1390–410. http://dx.doi.org/10.1177/00938548211006753.

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Research suggests policing is a highly institutionalized field. Limited attention has been paid, however, to the institutionalization of leaders’ views. Assessing turnover in 71 Texas police organizations between October, 2011, and July, 2015, this research evaluates whether there is consistency (i.e., institutional homogenization) after turnover in chiefs’ perceptions of their environments and agency priorities. The research is unique in that it assesses two chiefs’ perceptions that have both led the same law enforcement agency in successive time periods. Assessments of environment and priorities from former chiefs and those replacing them are evaluated utilizing descriptive, bivariate, and multivariate methods. These assessments are also compared with a control group of chiefs from agencies not experiencing turnover. Bivariate results suggest little variation across current and former chiefs, whereas ordinary least squares (OLS) regression models suggest differing relationships across chiefs groups between environmental perceptions and agency priorities. Discussion of the findings is framed by institutional theory.

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Matusiak, Matthew C. "Dimensionality of local police chiefs' institutional sovereigns." Policing and Society 26, no. 7 (December 13, 2014): 753–70. http://dx.doi.org/10.1080/10439463.2014.989156.

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27

Payne, Brian K., and Victoria M. Time. "Perceptions About Changing theMirandaWarnings Among Police Chiefs." Journal of Ethnicity in Criminal Justice 3, no. 4 (January 9, 2006): 69–80. http://dx.doi.org/10.1300/j222v03n04_04.

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28

Regoli, Robert M., John P. Crank, and Robert G. Culbertson. "The consequences of professionalism among police chiefs." Justice Quarterly 6, no. 1 (March 1989): 47–67. http://dx.doi.org/10.1080/07418828900090041.

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29

Regoli, Robert, Robert G. Culbertson, John P. Crank, and James R. Powell. "Career stage and cynicism among police chiefs." Justice Quarterly 7, no. 3 (September 1, 1990): 593–614. http://dx.doi.org/10.1080/07418829000090741.

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30

Crank, John P., Robert G. Culbertson, Eric D. Poole, and Robert M. Regoli. "The measurement of cynicism among police chiefs." Journal of Criminal Justice 15, no. 1 (January 1987): 37–48. http://dx.doi.org/10.1016/0047-2352(87)90076-6.

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31

CRANK, JOHN P., ROBERT REGOLI, JOHN D. HEWITT, and ROBERT G. CULBERTSON. "Institutional and Organizational Antecedents of Role Stress, Work Alienation, and Anomie among Police Executives." Criminal Justice and Behavior 22, no. 2 (June 1995): 152–71. http://dx.doi.org/10.1177/0093854895022002004.

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This study assessed the idea that pervasive features of the occupational environment adversely affect the working psychology of police executives. These features of the chiefs' occupational environment, it is suggested, overwhelm individual characteristics that in themselves are perceived to have positive effects. Data were provided from nationally based random-sampling surveys of police chiefs and sheriffs. Individual characteristics of interest to police reformers were selected. It was found that measures of these characteristics were consistently associated with positive psychological outcomes. However, when measures of institutional and organizational effects were included, the beneficial outcomes often disappeared.

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Brinser, Kadee L., and William R. King. "Organizational Permeability to Environmental Conditions." Police Quarterly 19, no. 4 (July 31, 2016): 387–409. http://dx.doi.org/10.1177/1098611115626409.

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Organizations are expected to assess and respond to environmental conditions. For police agencies in the post-9/11 and post hurricane Katrina era, the environment includes assessing the threat posed by terrorism and disasters. We use organizational contingency and institutional theories to predict the permeability of local police chiefs’ assessments of various environmental threats and what factors affect the sensing process. We use survey data from 350 police agencies to explore the dimensionality of agency assessments on disasters, accidents, and terrorism. Our findings indicate that local police chiefs view environmental threats as having three dimensions. Additionally, institutional sovereigns have a greater influence on agency assessments of threat than do contingency factors.

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33

Wang, Yuhua. "Empowering the Police: How the Chinese Communist Party Manages Its Coercive Leaders." China Quarterly 219 (August 22, 2014): 625–48. http://dx.doi.org/10.1017/s0305741014000769.

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AbstractHow does the Chinese Communist Party (CCP) secure the loyalty of its coercive leaders, and its public security chiefs in particular, in the face of numerous domestic protests every year? This article presents the first quantitative analysis of contemporary China's coercive leaders using an original data set of provincial public security chiefs and public security funding during the reform era. I demonstrate that the CCP, owing to its concern for regime stability, has empowered the public security chiefs by incorporating them into the leadership team. Empowered public security chiefs then have stronger bargaining power over budgetary issues. I rely on fieldwork, qualitative interviews and an analysis of Party documents to complement my statistical analysis. The findings of this analysis shed light on the understanding of regime durability, contentious politics and the bureaucracy in China.

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34

Hayes, Colin. "The Relationship between Police Boards and Chiefs of Police in Canada." Police Journal: Theory, Practice and Principles 74, no. 2 (April 2001): 149–54. http://dx.doi.org/10.1177/0032258x0107400206.

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35

Sinclair, Lisa M., and M. Douglas Baker. "Police Involvement in Pediatric Prehospital Care." Pediatrics 87, no. 5 (May 1, 1991): 636–41. http://dx.doi.org/10.1542/peds.87.5.636.

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One hundred fourteen emergency medical services agencies and 76 police chiefs throughout the United States were prospectively surveyed to ascertain the current utilization of police personnel within the prehospital care system. More than three fourths (77%) of the surveys mailed were completed. Respondents indicated the following: (1) a majority (92%) of police personnel were trained in cardiopulmonary resuscitation and basic first aid, (2) only half (57%) of police were trained in moving or transporting patients, and (3) few (36%) police were provided ongoing training in emergency pediatric medical skills. In spite of this, police were reportedly present at calls activating emergency medical services systems between 24% and 69% of the time, and the majority of these were trauma related. Police chiefs surveyed indicated that their officers played a large role in medical management prior to arrival of emergency medical services personnel; 87% would initiate cardiopulmonary resuscitation and 93% would begin basic first aid. Sixty-one percent of police chiefs indicated that officers would occasionally "scoop and run" with a critically ill child rather than await emergency medical services arrival. The data indicate that, right or wrong, police personnel are actively involved in their prehospital care system at present. In many instances, their help may be needed. Further thought should be given toward defining an exact emergency medical services role for police personnel and toward providing adequate initial and ongoing basic medical training for these individuals.

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36

Sarwoko, Sarwoko. "Peran Kepolisian Resor Kota Banda Aceh Dalam Mengawasi Putusan Peradilan Adat Gampong." Syiah Kuala Law Journal 1, no. 1 (November 19, 2018): 301–19. http://dx.doi.org/10.24815/sklj.v1i1.12305.

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Pasal 13 ayat (1) Qanun Aceh Nomor 9 Tahun 2008 tentang Pembinaan Kehidupan Adat dan Adat Istiadat mengatur tentang 18 perkara yang kewenangan penyelesaiannya diberikan keperangkat gampong terlebih dahulu hal ini juga sesuai dengan Keputusan Bersama antara Gubernur Aceh, Ketua Majelis Adat Aceh dan Kepala Kepolisian Daerah Aceh kemudian bagaimana peran kepolisian resor kota Banda Aceh dalam mengawasi putusan peradilan adat gampong. Penelitian ini bertujuan menganalisis peran kepolisian Resor Kota Banda Aceh dalam mengawasi putusan peradilan adat gampong dan hambatan dalam mengawasinya.Metode penelitian ini adalah penelitian yuridis empiris yaitu pengumpulan dan penemuan data serta informasi melalui studi kepustakaan terhadap asumsi atau anggapan dasar yang dipergunakan dalam menjawab permasalahan pada penelitian ini, kemudian dilakukan pengujian secara induktif–verifikatif pada fakta mutakhir yang terdapat di dalam masyarakat. dengan demikian kebenaran dalam suatu penelitian telah dinyatakan reliable tanpa harus melalui proses rasionalisasi.Hasil penelitian menunjukkan bahwa pihak kepolisian Resor Kota Banda Aceh tidak mengalami kesulitan dalam mengawasi keputusan peradilan adat gampong. Hambatan yang dialami adalah sikap sebagian masyarakat yang belum menerima seutuhnya, ketidakpuasan masyarakat terhadap putusan perdamaian, adanya benturan hukum dengan lembaga lain, munculnuya sikap materialistis, dominannya suara laki-laki dari pada suara perempuan, minimnya pengetahuan perangkat peradilan adat gampong.Article 13 Paragraph (1) of Qanun Aceh Number 9 Year 2008 on the Development of Indigenous Life and Customs regulates the 18 cases where the authority of the settlement is granted by the Village first in accordance with the Joint Decree between the Governor of Aceh, the Chairman of the Aceh Traditional Council and the Chief Aceh Provincial Police then how the role of city police banda aceh police in overseeing the decision of the Village customary courts. This study aims to analyze the role of Banda Aceh City Resort Police in supervising the decision of custom Village and obstacles in supervising. This method of research is empirical juridical research that is the collection and discovery of data and information through literature study of assumptions or basic assumptions used in answering problems in research this thesis, then tested inductively-verifikatif on the latest facts contained in the community. thus the truth in a study has been declared reliable without having to go through the process of rationalization. The research results show that the Banda Aceh City Police Officers have no difficulty in overseeing the decision of the custom court of Village. The obstacles experienced are the attitude of some people who have not yet received the whole, the dissatisfaction of the society towards the verdict of peace, the clash of law with other institutions, the emergence of materialistic attitude, the dominance of the male voice rather than the female voice, the lack of knowledge of traditional Village court.

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37

Stewart, Daniel M., and Robert G. Morris. "A New Era of Policing?" Criminal Justice Policy Review 20, no. 3 (June 10, 2009): 290–309. http://dx.doi.org/10.1177/0887403409337225.

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Many claims have been made about how the events of September 11 have thrust American policing into a new era, one wherein homeland security is the dominant strategy. To examine the validity of such claims, a sample of 208 Texas police chiefs is surveyed concerning their perceptions of homeland security as a strategy for local law enforcement. Factors that influence those perceptions are also examined. The findings reveal that, whereas the majority of chiefs felt that homeland security had become the dominant strategy of the police institution, few believed that homeland security had become the overriding strategy of their respective departments. Furthermore, regression analyses suggest that federal collaboration, preparedness, and threat perceptions were predictive of homeland security perceptions. Regarding department size, chiefs of very small departments are more likely to report homeland security as their dominant strategy in relation to chiefs of larger departments. Policy implications are discussed.

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Buuren, J. v. "Runaway Bureaucracy? The European Police Chiefs Task Force." Policing 6, no. 3 (May 24, 2012): 281–90. http://dx.doi.org/10.1093/police/pas015.

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Regoli, Robert M., Robert G. Culbertson, John P. Crank, and Eric D. Poole. "Linkages between professionalization and professionalism among police chiefs." Journal of Criminal Justice 16, no. 2 (January 1988): 89–98. http://dx.doi.org/10.1016/0047-2352(88)90001-3.

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Payne, Brian K., and Victoria M. Time. "Support forMiranda among police chiefs: A qualitative examination." American Journal of Criminal Justice 25, no. 1 (September 2000): 65–76. http://dx.doi.org/10.1007/bf02886811.

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Thompson, Amy, James H. Price, Joseph A. Dake, and Thomas Tatchell. "Police Chiefs’ Perceptions of the Regulation of Firearms." American Journal of Preventive Medicine 30, no. 4 (April 2006): 305–12. http://dx.doi.org/10.1016/j.amepre.2005.11.009.

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42

Brooks, Jeffrey. "Totalitarianism Revisited." Review of Politics 68, no. 2 (May 2006): 318–28. http://dx.doi.org/10.1017/s0034670506000088.

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“Totalitarianism” is a powerful word rich in historical associations and rebounding in current political usage. The four books under review reflect both the term's range of usage and the enduring fascination with the phenomena it described. Totalitarianism's initial terminological siblings, “nazism” and “communism,” are applied chiefly to the original historical subjects that generated them. A close political cousin, “fascism,” long ago escaped its close ideological family and is applied to everything from brutal police to road hogs. In contrast, “totalitarianism,” formerly confined to a narrow political as opposed to a cultural context, is suddenly in play. In recent issues of the New York Times, David Brooks excoriates Iraqi proponents of “totalitarian theocracy” (5/16/2004); President Bush deplores the terrorists’ “totalitarian ideology” (5/29/05), and Condoleezza Rice abhors Iran as a “totalitarian state” (5/29/2005). A Central Asian despot is characterized as a “fragile totalitarian” in a feature by David E. Sangler (5/29/2005), and the group of army officers (the Military Council for Justice and Democracy) that overthrew President Maouya Sidi Ahmed Taya in Mauritania in August 2005 defend their decision “to put an end to the totalitarian practices of the deposed regime.” Totalitarianism is back, but what does it mean?

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Ryazanov, Sergey M. "Social Characteristics of the Ural Policemen in the 1st Half of the 19th Century (According to the Service Records of Officers in the Perm Province for 1845)." Vestnik NSU. Series: History and Philology 20, no. 1 (2021): 104–14. http://dx.doi.org/10.25205/1818-7919-2021-20-1-104-114.

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Up until now Russian and foreign researchers have been studying various aspects of servicemen for more than a century and a half. However, the problem of pre-reform police bureaucracy in the Ural has stayed out of the focus of academic discussion. Therefore, the author chose this subject for the research project. The study is based on the database compiled by the author from service records of 164 police officers of the Perm province for 1845 preserved in the State Archives of the Perm region. For a more objective approach to the social and service characteristics of police officers, the author sequentially built three collective portraits using the information from database: the chief of police, an executive officer, and a clerical officer. Although representatives of the nobility predominated among the police officers of local governments (zemstvo), mayors and police chiefs usually did not possess estates or serfs. Officials of a lower rank came, predominantly, from clerks, chief officers, and clergy children. Service practices also differed: police officers, mayors and police chiefs of local governments usually belonged to army officers incapable of further military service. Executive officials often began their career, albeit not in the police, but still in the civil service. An analysis of the demographic characteristics of the bureaucratic staff showes that the average age of police chiefs was 47 years, the rest of the executive ranks – about 39 years old, clerical officials – 27 years. According to the “Table of Ranks”, the executive ranks more rapid and successful career growth. At the same time, every third bailiff and quarterly overseer had a criminal record. And every fifth clerical official had negative attestation. This allows the conclusion about the low level of professionalism of the class police officers during the reign of Nicholas I. Against the background of an ever-growing range of law enforcement and administrative tasks of the police, the situation on the ground was problematic. Ultimately, this was one of the reasons for the reorganization of the police in 1862.

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Marciniak, Liz Marie, and Adam D. Elattrache. "Police Chiefs’ Opinions on the Utility of a College Education for Police Officers." Journal of Criminal Justice Education 31, no. 3 (July 2, 2020): 436–53. http://dx.doi.org/10.1080/10511253.2020.1791352.

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Compton, Michael T., Beth Broussard, Thomas A. Reed, Anthony Crisafio, and Amy C. Watson. "Surveys of Police Chiefs and Sheriffs and of Police Officers About CIT Programs." Psychiatric Services 66, no. 7 (July 2015): 760–63. http://dx.doi.org/10.1176/appi.ps.201300451.

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ГАЛИЕВ, Фарит Хатипович, Сергей Иванович ЗАХАРЦЕВ, and Фанис Мансурович РАЯНОВ. "PROFESSOR VICTOR PETROVICH SALNIKOV IS 75 YEARS OLD!" Rule-of-law state: theory and practice 17, no. 3(65) (October 22, 2021): 255–70. http://dx.doi.org/10.33184/pravgos-2021.3.21.

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The paper is dedicated to the 75th anniversary of Victor Petrovich Salnikov, doctor of law, professor, academician, Honored Scientist of the Russian Federation, Honorary Officer of the Internal Affairs Bodies, long-term member of the Expert Council of the Higher Attestation Commission, former head of the St. Petersburg University of the Ministry of Internal Affairs of Russia, retired police lieutenant general, editor-in-chief of the journal «Legal Science: History and the Presence». V.P. Salnikov is known not only in our country, but also abroad as one of the largest Russian theorists of state and law. His works devoted to the problems of legal culture attract the attention of a huge number of researchers around the world. The purpose of the paper is to emphasize the contribution of Professor V.P. Salnikov to domestic legal science. At the same time, one of the proof of the invaluable contribution of V.P. Salnikov to science is not only his own work, but also the works of his students, including a large number of academics and heads of government bodies. Methods: in the process of preparing the paper, various scientific research methods are used, among which the method of historical narration is the main one. Results: 75 years of life spent in constant scientific research for V.P. Salnikov proved successful and fruitful. The scientist celebrates his glorious anniversary in good health, with many creative plans and great optimism.

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Adrover, Lauren. "REFASHIONING CHIEFTAINCY IN GHANA: FESTIVAL DRESS, CORPORATE SPONSORSHIP AND NEW LOGICS OF VALUE." Africa 85, no. 4 (November 2015): 635–55. http://dx.doi.org/10.1017/s0001972015000522.

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ABSTRACTAnnual festivals in Ghana celebrate the agricultural harvest and commemorate the political authority of local chiefs. Today, multinational corporations such as Guinness, MTN and Vodafone sponsor almost all aspects of festival production. Sponsor participation has transformed festivals into sites saturated with images of commodities and corporate brands. While some chiefs support corporate participation, others deplore sponsors, who they perceive as threatening chiefs' control over the festival arena. A critical medium through which chiefs police and participate in discourses about cultural and political legitimacy is dress: chiefs clothe members of their entourages alternatively in T-shirts with corporate logos and T-shirts with images of chiefs. During festivals, chiefs orchestrate embodied practices to assert new claims to their political authority based on the nobility of their lineage or their participation in global economic networks. Through an exploration of contemporary dress practices, I argue that what is at stake in corporate-sponsored festivals is the emergence of new logics of value that challenge people to reassess the social and economic relations that underlie the production of political power in Ghana.

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Vaughn, Michael S., Tab W. Cooper, and Rolando V. del Carmen. "Assessing Legal Liabilities in Law Enforcement: Police Chiefs' Views." Crime & Delinquency 47, no. 1 (January 2001): 3–27. http://dx.doi.org/10.1177/0011128701047001001.

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Texas mandates 40 hours of law enforcement management and leadership training biannually for police chiefs. To implement this requirement, from October 1997 to August 1999, the Law Enforcement Management Institute of Texas held 22 statewide training classes. During the training, we administered a survey on legal liabilities in law enforcement, in which 808 usable surveys were completed. Amassing the largest data set on legal liabilities in law enforcement, this article reports results from that survey and documents the chiefs' perceptions of the prevalence of civil litigation, fear of litigation, type of suits filed by members of the public as well as by their own officers, and issues surrounding settlements, policy and procedure changes, training, indemnification, and lawsuit prevention. The article concludes that nationwide systematic data collection should be undertaken on legal liabilities in law enforcement so the public becomes better informed about this important aspect of police work.

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Payne, Brian K., Victoria Time, and Randy R. Gainey. "Police chiefs’ and students’ attitudes about the Miranda warnings." Journal of Criminal Justice 34, no. 6 (November 2006): 653–60. http://dx.doi.org/10.1016/j.jcrimjus.2006.09.018.

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Marquis, Greg. "Canadian police chiefs and law reform The historical perspective." Canadian Journal of Criminology 33, no. 3-4 (October 1991): 385–406. http://dx.doi.org/10.3138/cjcrim.33.3-4.385.

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