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Date: April 29, 2024 Mon
Time: 11:36 pm
Time: 11:36 pm
Results for crisis management
5 results foundAuthor: Adang, Otto Title: Policing Football in Europe: Experiences from Peer Review Evaluation Teams Summary: Large scale public order police operations are a regular occurrence in almost every country, both in the context of sporting events and protest demonstrations. A model developed by Adang in 2000 for the evaluation of large scale police operations in general was developed and applied in practice during the Euro 2000 and 2004 football championships. This report presents the results from this evaluation. Details: Apeldoorn, The Netherlands: Politie - Police Academy of the Netherlands, 2008. 244p. Source: Internet Resource Year: 2008 Country: Europe URL: Shelf Number: 116476 Keywords: Crisis ManagementFootballHooliganismPolicingPublic Order DisturbancesPublic Order ManagementSports |
Author: Leonard, Herman B. Dutch Title: Why Was Boston Strong? Lessons from the Boston Marathon Bombing Summary: On April 15, 2013, at 2:49 pm, an improvised explosive device (IED) detonated near the finish line of the Boston Marathon. Three people died, and more than 260 others needed hospital care, many having lost limbs or suffered horrific wounds. Those explosions began about 100 hours of intense drama that riveted the attention of the nation. The response by emergency medical, emergency management, and law enforcement agencies and by the public at large has now become known colloquially as “Boston Strong.” This report, through analysis of selected aspects of the Marathon events, seeks lessons that can help response organizations in Boston and other locales improve preparation both for emergencies that may occur at “fixed” events like the Marathon and for “no notice” events like those that began with the murder of Officer Collier at MIT and concluded the next day with the apprehension of the alleged perpetrators in Watertown. The report is primarily based on a series of intensive interviews conducted in the summer and fall of 2013 with senior leaders of major law enforcement, emergency management, and emergency medical organizations who candidly shared their experiences in and insights about these events.Viewed as a whole, the events following the Marathon bombing posed enormous challenges. The response spanned geographic boundaries, levels of government (local, state, and federal), professional disciplines, and the public and private sectors, bringing together in both well-planned and spontaneous ways organizations with widely varying operating norms, procedures, cultures, sources of authority, perspectives, and interests. The research points strongly to the fact that the emergency response following the bombing in Boston and the events in Cambridge and Watertown at the end of the week were shaped to a substantial degree by the multi-dimensional preparedness of the region. Response organizations have undertaken detailed and careful planning for the many fixed events like the Marathon that are staged annually in the Boston area. They have seen to the development of both institutional and personal relationships among response organizations and their senior commanders, ensured the adoption of formal coordination practices, regularly held intra- and cross-organization drills and exercises, and generated experience during actual events. Importantly, the senior commanders of these organizations seem to have internalized the “mindset” of strategic and operational coordination. The research also suggests that the major contributing factors to much of what went well – and to some of what went less well – were command and coordination structures, relationships, and processes through which responding organizations were deployed and managed. The response organizations – particularly at senior levels – demonstrated effective utilization of the spirit and core principles of the National Incident Management System (NIMS), mandated by Congress in 2002 but still a work in progress in many areas of the country. But the many highly positive dimensions of inter-organizational collaboration in the Boston response are juxtaposed with some notable difficulties in what might be termed “micro-command,” i.e., the leadership and coordination at the street level when individuals and small teams from different organizations suddenly come together and need to operate in concert. The integration of NIMS into the practices and cultures of emergency response agencies is a work in progress – very promising but still incomplete, particularly at the tactical level of operations. Details: Boston: Harvard Kennedy School, Program on Crisis Leadership, 2014. 67p. Source: Internet Resource: Accessed April 21, 2014 at: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/pdfs/centers-programs/programs/crisis-leadership/WhyWasBostonStrong.pdf Year: 2014 Country: United States URL: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/pdfs/centers-programs/programs/crisis-leadership/WhyWasBostonStrong.pdf Shelf Number: 132099 Keywords: Boston Marathon BombingCrisis ManagementDisastersEmergency PreparednessEmergency Response Terrorism |
Author: Butler, Amanda Title: Mental Illness and the Criminal Justice System: A Review of Global Perspectives and Promising Practices Summary: Police officers are often the first point of contact for people living with mental health issues. The rationale for police to intervene in the lives of persons with mental illness (PMI)1 stems from two common law principles: power and authority of police to protect the safety of the community, and the parens patriae doctrine which grants state protection for citizens with disabilities such as the acutely mentally ill (Finn & Stalans, 2002; Lamb, Weinberger, & DeCuir, 2002; Teplin, 2000). Many police officers have expressed concern about the difficulties they encounter in providing assistance to this population and have indicated that they do not feel adequately trained or would like additional training in effective response (Watson & Angell, 2007). Studies indicate that these interactions can be incredibly time consuming and frustrating for both police and persons with mental illness (Durbin, Lin, & Zaslavska, 2010). Efforts to improve police officers' abilities to respond to persons with mental illness are being initiated in jurisdictions globally. These efforts include crisis intervention teams, mobile mental health cars, and a range of educational programs. The US has been a forerunner in the development of police-led and co-response models which have spread rapidly across the US and other western jurisdictions. Many of these efforts have incorporated the perspectives of multiple stakeholders into planning and implementing interventions, but minimal investment has been dedicated to evaluations for effectiveness. These programs would benefit from both rigorous evaluation and a well-developed understanding of interactions between police officers and persons with mental illness. Law enforcement agencies would also benefit from knowledge of "what's working" in other jurisdictions with similar environmental characteristics. This knowledge can help isolate the essential components of effective police response that can be disseminated alone, or as components of a more extensive program. The overall objective of this paper is thus twofold. I begin with a preliminary review of the literature addressing the nature, prevalence and dynamic of interactions between persons with mental illness and law enforcement. This includes the intersections between mental illness, substance abuse and homelessness, which are particularly relevant to policing. The latter half of the paper will be dedicated to law enforcement responses, focusing on programs that have the specific goal of improving response and treatment access. The jurisdictions studied for this review will be predominantly Canada and the United States, and to a lesser extent, Australia and the United Kingdom. There appears to be considerable convergence in attitude amongst all four jurisdictions around the importance of police in effectively managing persons in crisis. Despite the increasing number of programs to improve the interactions of police with persons with mental illness, good evaluations are limited. As well, the objectives of such programs are often vague and difficult to measure. Generally, it appears that effective programs have reduced arrest rates, reduced injuries to both persons with mental illness (PMI) and police, reduced response times, increased coordination with mental health services and increased appropriate referrals to hospital and various community-based agencies. However programs have generally not reduced recidivism, unless the referral is to more than regular mental health services and includes cognitive behavioural training and stable housing. Details: Vancouver, BC: International Centre for Criminal Law Reform and Criminal Justice Policy, 2014. 48p. Source: Internet Resource: Accessed October 8, 2015 at: http://icclr.law.ubc.ca/sites/icclr.law.ubc.ca/files/publications/pdfs/Mental%20Illness%20and%20the%20Criminal%20Justice%20System_Butler_ICCLR_0.pdf Year: 2014 Country: Canada URL: http://icclr.law.ubc.ca/sites/icclr.law.ubc.ca/files/publications/pdfs/Mental%20Illness%20and%20the%20Criminal%20Justice%20System_Butler_ICCLR_0.pdf Shelf Number: 136964 Keywords: Crisis ManagementMental Health ServicesMental IllnessMentally Ill OffendersPolice Services for the Mentally IllPolice Training |
Author: van der Laan, Franca Title: The Future of Police Missions Summary: The current security situation in the world, and specifically the zones of instability that surround and affect Europe, provide the Netherlands with many good reasons to contribute police capabilities to international crisis management missions. The EU, UN and OSCE struggle with both quantitative and qualitative personnel shortages when it comes to deploying police in missions. In qualitative terms, the increasing complexity of police mandates in missions, the multi-dimensional approach to security sector reform and other forms of crisis management and the shift of attention from observation and monitoring missions to mentoring, training, and capacity-building missions asks for high quality experts and senior leaders. NATO will continue to need police capabilities that can operate under a military command structure for the performance of its executive police duties, and, in exceptional cases, for urgent SSR tasks, in conflict situations where no other actors are present that can take up these tasks. Providing that the efforts in creating stability are successful, police deployment in multilateral operations abroad can prevent or reduce future spill-over effects from the crises these operations address. With both the Royal Marechaussee and the Netherlands' Police as donor organisations, the Netherlands has a broad and well developed policing toolkit that can in many ways meet, or adapt to, the demand of the IOs. In order to match the increasing demand for police contributions, increasing the contribution of NP and/ or KMar staff to multilateral operations should be taken into consideration. The study argues to focus these contributions on a set of niches that fits both the IOs' demand and national (security) policy objectives. More specialisation can enhance the quality of deployed staff or teams, it can streamline the relative competency discussion between the KMar and NP and it would sharpen the profile of the Netherlands as a supplier of policing capabilities. Details: The Hague: The Clingendael Institute, 2016. 141p. Source: Internet Resource: Accessed February 19, 2016 at: http://www.clingendael.nl/sites/default/files/The%20Future%20of%20Police%20Missions.pdf Year: 2016 Country: Netherlands URL: http://www.clingendael.nl/sites/default/files/The%20Future%20of%20Police%20Missions.pdf Shelf Number: 137921 Keywords: Crisis ManagementNational SecurityPolice EffectivenessPolice Policies and PracticesPolicing |
Author: Police Executive Research Forum Title: ICAT: Integrating Communications, Assessment, and Tactics, A Training Guide for Defusing Critical Incidents Summary: Since 2014, the Police Executive Research Forum (PERF) has been studying developments regarding police use of force, particularly with respect to officer safety and the safety of the people they encounter, and the impact of these issues on police-community relationships. While PERF's research and policy development on use-of-force issues go back decades, our recent efforts have followed a series of highly publicized police use-of-force incidents across the country, many of them captured on video and some resulting in large-scale protests and demonstrations. There is a growing realization among leaders of the policing profession and members of the public that, in many communities, police use of force has become a critical issue that is setting back community-police relations and may even be impacting public safety and officer safety. It was clear that additional research and new ways of thinking about police use of force were needed, and PERF members and PERF as an organization stepped forward to fill that need. PERF has convened several national conferences and working groups of police officials from the across the country on these issues. We also have conducted survey research and field visits in the United States and internationally, and have published a series of reports detailing our work. Our most recent publication, Guiding Principles on Use of Force, presents 30 recommended best practices in the key areas of use-of-force policy, training and tactics, equipment, and information needs. This ICAT Training Guide should be used in conjunction with the Guiding Principles report. Details: Washington, DC: PERF, 2016. 72p. Source: Internet Resource: Critical Issues in Policing Series: Accessed December 21, 2016 at: http://www.policeforum.org/assets/icattrainingguide.pdf Year: 2016 Country: United States URL: http://www.policeforum.org/assets/icattrainingguide.pdf Shelf Number: 147775 Keywords: Crisis ManagementPolice CommunicationsPolice Education and TrainingPolice Use of ForcePolice-Community Relations |