Support for law enforcement is something that should start from the top. President Trump’s Executive Order on Preventing Violence Against Federal, State, Tribal, and Local Law Enforcement Officers is a step in the right direction.
Arizona State Troopers Association
Presidential Executive Order on Preventing Violence Against Federal, State, Tribal, and Local Law Enforcement Officers
– – – – – – –
PREVENTING VIOLENCE AGAINST FEDERAL, STATE, TRIBAL,
AND LOCAL LAW ENFORCEMENT OFFICERS
By the authority vested in me as President by the Constitution and the laws of the United States of America, it is hereby ordered as follows:
Section 1. Policy. It shall be the policy of the executive branch to:
(a) enforce all Federal laws in order to enhance the protection and safety of Federal, State, tribal, and local law enforcement officers, and thereby all Americans;
(b) develop strategies, in a process led by the Department of Justice (Department) and within the boundaries of the Constitution and existing Federal laws, to further enhance the protection and safety of Federal, State, tribal, and local law enforcement officers; and
(c) pursue appropriate legislation, consistent with the Constitution’s regime of limited and enumerated Federal powers, that will define new Federal crimes, and increase penalties for existing Federal crimes, in order to prevent violence against Federal, State, tribal, and local law enforcement officers.
Sec. 2. Implementation. In furtherance of the policy set forth in section 1 of this order, the Attorney General shall:
(a) develop a strategy for the Department’s use of existing Federal laws to prosecute individuals who commit or attempt to commit crimes of violence against Federal, State, tribal, and local law enforcement officers;
(b) coordinate with State, tribal, and local governments, and with law enforcement agencies at all levels, including other Federal agencies, in prosecuting crimes of violence against Federal, State, tribal, and local law enforcement officers in order to advance adequate multi-jurisdiction prosecution efforts;
(c) review existing Federal laws to determine whether those laws are adequate to address the protection and safety of Federal, State, tribal, and local law enforcement officers;
(d) following that review, and in coordination with other Federal agencies, as appropriate, make recommendations to the President for legislation to address the protection and safety of Federal, State, tribal, and local law enforcement officers, including, if warranted, legislation defining new crimes of violence and establishing new mandatory minimum sentences for existing crimes of violence against Federal, State, tribal, and local law enforcement officers, as well as for related crimes;
(e) coordinate with other Federal agencies to develop an executive branch strategy to prevent violence against Federal, State, tribal, and local law enforcement officers;
(f) thoroughly evaluate all grant funding programs currently administered by the Department to determine the extent to which its grant funding supports and protects Federal, State, tribal, and local law enforcement officers; and
(g) recommend to the President any changes to grant funding, based on the evaluation required by subsection (f) of this section, including recommendations for legislation, as appropriate, to adequately support and protect Federal, State, tribal, and local law enforcement officers.
Sec. 3. General Provisions. (a) Nothing in this order shall be construed to impair or otherwise affect:
(i) the authority granted by law to an executive department or agency, or the head thereof; or
(ii) the functions of the Director of the Office of Management and Budget relating to budgetary, administrative, or legislative proposals.
(b) This order shall be implemented consistent with applicable law and subject to the availability of appropriations.
(c) This order is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
The Top Ten Signs The Suspect Is Connected To Organized Crime
1. He used his only phone call to contact a guy named “Mikey Two-Guns.”
2. He keeps telling the detectives to call his “handlers” at the Bureau.
3. Last year he gave everyone in the neighborhood a flat-screen TV for Christmas.
4. Neighbors call his basement “the graveyard where rats and pigeons go to die.”
5. He won’t stop talking about the interrogation technique he developed which involves pop-rocks, kerosene and a pack of matches.
6. On surveillance tapes he’s always saying stuff like, “I saw the guy from the place about the thing with the stuff.”
7. He tried to tip the desk sergeant during booking.
8. He says he understands how hard it is to be a cop because the Mob also has a restrictive facial hair policy.
9. His pinky ring is the size of a cat’s head.
10. After you ask him if he had anything to do with the murder, he asks you if you’re going to make this week’s vig.
Article written by/or information provided by AHPA
The Thin Gray Line is Becoming a Reality: Caring for the Old Dawgs
Recently, I attended a management seminar on the inclusion of Generation X and Y in our departments. One chief brought up an issue that struck home with many of us older folk. His point was we are constantly trying to find ways to include these groups in our departments, but what are we doing for our older officers? His concerns were for the officer who has put in the 25 years on the street and now sees that the light at the end of the tunnel just might be an oncoming train. It is an issue that we should give as much weight to as the inclusion of Generation X and Y.
The aging segment of our departments presents us with a variety of challenges. The changes in our physical ability to do the tasks at hand are one of the first concerns we must face. As we get older our muscle mass decreases or retires to our waistline, bone density drops, maximum strength and aerobic capacity decline, and our visual and hearing acuity are reduced. We also get the unwanted benefits of increases in the areas of heart disease, hypertension, arthritis and diabetes. All these must be considered as we work on ways to keep our officers safe and provide quality services. Another area we will face a loss is the huge experience drain when they leave. In my agency, we are facing a situation where retirements and promotions are going to leave us with a significant lack of patrol experience. At the end of next year, about 50% of our patrol force will have less than three years of experience. While I genuinely like young officers and their enthusiasm, it is going to cause us some sleepless nights.
In order to combat some of these issues it is important that we develop some positive methods in including our older officers in decisions affecting them. We must recognize their contributions. This is difficult, because for years, we have been geared towards promotion as a sign of success Developing some benefits for years of service and consistent good performance can be as simple as a reserved parking space or as complicated as a longevity pay increase. Since this group wants to feel valued and still contribute, one way is to train them to become mentors for the younger officers. It will help to transfer knowledge that might be lost and keep them included in the department. Communication is vital to this group, so we must be clear in our expectations of how we feel they must participate in the department. It may be difficult to explain to the officer who was always on the go, but because of issues beyond their control cannot perform at the same high level they always did. A chief provided this anecdotal evidence to us: he has an officer who we all wished was on our departments. He is smart, likable, and had a way with the community. The problem is he has developed a night vision problem that affects his firearms skills. To quote the chief, “He couldn’t hit a lake at night if he fell out of the boat with his gun in his hand.” Naturally the officer loves working nights. Communicating to this veteran that you are about to upset his life by transferring him to days, restricting his overtime, or retiring him is not going to be easy. You must also send the signal to your older employees that you are willing to discuss job/assignment changes that benefit both of you as long as they are consistent with department goals. Hand in hand with this goes the concept that all employees are expected to contribute to the department”s goals. While it is tempting to create “retirement jobs,” it sends the wrong message.
Having reached this point, if all else fails, you can still be a valuable resource by helping them plan their retirement. Retirement is one of the biggest life changes you can make. Even when you are looking forward to retirement, it is scary and can bring misgivings. I am sure we all have a cop that would rather face down the Dalton Gang at high noon than plan retirement. If you can help them devise a plan for their retirement, the chances of it being successful are much better. Another debt that we owe these officers is help during the transition to what is hopefully a quiet civilian life. Officers who have retired often face stress, depression, and anxiety as they face a world unfamiliar to them. A retired lieutenant from the Danvers, MA Police Department had a line he used while teaching. He said, “If you always do what you always did, then you will always get what you always got.” It describes the routine of doing the same thing and being comfortable with it, much like the putting on the uniform always gave you a sense of belonging. When you leave the station at the end of your last shift sans uniform and badge, you are ALONE in the world for the first time since you graduated from the academy. Hopefully we will have made the transition go easier. These old dawgs deserve our support for a job well done.
Article written by/or information provided by tcamos
A pair of aces, and a pair of eights – four simple cards known simply as the Dead Man’s Hand. For years, the symbolic meaning of these cards has been misconstrued and demonized. In our own department, the cards were seen by some administrators and investigators to mean that we are all too enthusiastic about killing people.
But nothing could be further from the truth. The true meaning of those four simple cards is so much more complex.
Wild Bill Hickok was a legendary law man who lived in the 1800s. He was cunning, devious, and manipulative – all the characteristics of a good police officer today. He carried two guns, made sure that they were well oiled no matter how new they were, and carried an overabundance of ammunition. In terms of tactics, he was well beyond his years.
Wild Bill made it a habit, every time he walked into a saloon, to find a seat that gave him a clear view of the front and rear doors of the tavern. He made sure his back was to the wall. He was obsessed with safety and looked for danger around every corner.
He was almost demented in his appreciation of a good gunfight. To some, he had a death wish, to others he was simply overconfident. Nonetheless, the cards he held in his hand on the night that he died in 1876 are a reminder to us all that officer safety and tactics must always be of utmost importance.
“How,” you may ask, “can a hand of cards, held by a law man in the 1800s have any relevance to modern day police work?”
The answer is simple.
Despite his confidence, expert marksmanship, and superb tactics for his era, Wild Bill had a few vices, namely women, alcohol, and gambling. Many cops can relate. On the night he died, Wild Bill entered a saloon in the Dakota Territory. He wanted to join a low stakes card game some of the patrons were playing. He tried to find himself a seat at the table that gave him a view of the front and back door, where his back would face the wall, but none was available. The only free seat available was one that allowed him a view of the front door, and that left his back unguarded.
Faced with a decision, Wild Bill chose to sacrifice his tactics and safety. Unbeknownst to Wild Bill, another man in the bar had taken notice of his poor decision. That man was none other than Jack McCall.
McCall was convinced that Wild Bill had killed his brother when he was a law man in Kansas, and Jack vowed revenge.
As Wild Bill got engrossed playing cards, McCall walked out of the saloon, only to return a short time later coming in through the back door.
Jack watched closely. Wild Bill played a few hands of cards and McCall inched closer to his backside. When he was certain that the law man was relaxed, he made his move. He drew his pistol and shot Wild Bill in the back of the head, killing him instantly.
As Hickok’s body slumped over the table, clenched tightly in his fist was the last hand he had been dealt – two aces and two eights. Those cards, from that day forward, became known as the “Dead Man’s Hand.”
So what do four cards, held by a law man in the Dakota Territory in the 1800s have to do with modern day law enforcement in the 21st Century? The answer is everything.
We learn from the mistakes of those who have passed on before us.
Just as we critique the final moments of officers who have fought their final battle to learn from their mistakes, we should also remember the death of Wild Bill Hickok.
As you go through your day, think about how magnificent of a lawman Wild Bill was and how a poor decision caused his demise.
The lesson here is to never, ever sacrifice officer safety and tactics. Never give in to a vice at the expense of your safety, or you could be the next one to hold the “Dead Man’s Hand.”
Article written by/or information provided by tcamos
by Damian Velasco
Damian Velasco is a sergeant with the Los Angeles Police Department. LAPD Sgt. George Hoopes contributed to this article.