i need someone to write a 2-3 page paper for my Criminal Justice class. Please only offer if you are good in that field of study. 

it is only “MIDTERM 3” in the attachment attached below

Midterm Assignment CJA 2200

The following midterm assignment will be graded in three different assignments which are posted in the grade book separately.

These assignments are a significant part of your course grade. March 10th class will be a “library day” where you will view the documentary at your own time and location. The class will NOT meet this day on campus to allow for students to spend a considerable amount of time viewing the important documentary and completing the specific documentary questions. Additionally, this research day to allow students to prepare and exam research journals to adequately address the assignment paper.

Once again, this assignment will consist of several separate components and will be graded due for our course’s midterm sections.

Midterm Assignment One:  As we have described and discussed in numerous class lectures, drug abuse and usage seems to be at the heart of all criminal activity here in America. Understanding the backgrounds of what pressure and issues are present within the addict mindset is critical to understanding why crime occurs. This course is primarily to identify aspects of criminal activity and understand why it happens. As you attend this course, you prepare yourself to be a manager or policy maker for a governing organization. With this, you will need to fully understand why crime occurs and what prevention policies could work.   

 During your research day, you will view the documentary in its entirety. While viewing the documentary, you will answer a series of questions in detail through the documentary. The answers must be typed in double space and very complete and thorough with complete sentences. You must convince the reader that you understood the questions and answer the question with specific details. Answering questions with “yes” or “no” and or “I believe that it was their fault” is not acceptable. I am looking for you, the student, to think and draw off those critical thinking processes critically.  

The documentary is located on YouTube through PBS Frontline. The document is called “Chasing Heroin” and is approximately 85 mins long (the length of our on-campus class) and will require note-taking and additional answers to be typed out.

Midterm Assignment Two: 

Two-page reflection paper- 250 words double space per page with APA format. Remember, you can always write more but cannot write less than minimum requirements. This must include a cover page, Abstract, Reference page. These pages are not included in the required word count.

Remember you can always go over the minimum word count!!

Topic: The reflection paper will center around the documentary. You will give a brief introduction to what was the overview of the documentary ( 75 words).

You will then address the documentary’s critical issues and how those issues affect crime in various cities. You will need to include one peer-reviewed journal article which agrees or backs up your concepts. You will find these on Google scholar or the JWL site at MTSU. (200 words).

You will then address those discussed issues and explain how you, as a policymaker, would change the direction of the city and create a more effective path to less crime, referencing the need for drug abuse intervention (150 words).

You will conclude your findings and thoughts and express if your policy concepts will be accomplishing the goal of crime reduction ( 75 words- total of 500- 2 pages APA or more).

A word count should be posted at the end of the paper.

Overview of Two:

· Create an APA paper with all the APA requirements.

· Supply one journal article for the reference page.

· Cite in-text following all APA guidelines for this brief document.

Midterm Assignment Three: Remember you can always go over the minimum word count!!

You are a city policymaker and city official. During your tenure, you are tasked with creating several policies. You are tasked with solving drug problems in your city and the procedures that the police shall follow when confronted with citizens and drugs. The crime rate is increasing in your town, and the police department is looking for policy guidance on how to address the issues of criminals and drug use. Specifically, your task is to create a policy that addresses the police department’s problems and how the police should handle drug enforcement.

Specific areas to address: 

How to treat and have citizen encounters with drug addicts. How to address small amounts of drug usage and possession of narcotics. How to manage the homeless shelters, drug rehab centers, and non-profits that seek out to help the addicted citizens, what policy ideas should be address when police encounter homeless drug addicts, and what outlets could be utilized to seek prevention and deterrence from drug use. What to do with needles and drug paraphernalia, and how can the police help in the battle of blight on the city’s streets due to the paraphernalia. How police officers can create better ties with the community and place community policing is the top priority list.

These are suggestions for your policy, and not all topics have to be covered. You will create a two-page double spaced mini policy replicating the critical points in the attached sample policy. Be sure to address the issues and products of the key elements of a standard city policy as listed in the sample provided.

Check due dates in drop box!

9.00.010 UNBIASED POLICING (CALEA 1.2.9)

Department Policy

The Bellevue Police Department affirms its commitment to unbiased policing and to establish procedures that
serve to ensure the community and Department employees that we are providing service and enforcing laws in
a fair and equitable manner. The confidence and respect of the public for the Police Department are
dependent on all members of the Police Department treating all people fairly and without prejudice.

The use of any bias in enforcement activities is detrimental to effective law enforcement and may lead to
allegations of violations of Constitutional rights of the citizens we serve, undermine legitimate law enforcement
efforts, and lead to claims of civil rights violations. Additionally, demonstrating bias alienates citizens, fosters
distrust of law enforcement by the community and invites media scrutiny, legislative action and judicial
intervention. The use of bias in the Department’s law enforcement activities is strictly prohibited.

Race, ethnic background, gender, sexual orientation (including gender identity), religion, economic status, age,
cultural group, disability, familial status, veteran status, or national origin will not be a motivating factor for
conducting any law enforcement action including social contacts.

Law Enforcement Actions

All investigative detentions, traffic stops, arrests, searches, and seizures of property by officers will be based
on a standard of reasonable suspicion or probable cause as required by the Fourth Amendment of the U.S.
Constitution and Article I. Section 7 of the Washington State Constitution. Officers must be able to articulate
specific facts, circumstances and conclusions which support probable cause or reasonable suspicion for the
law enforcement action taken.

No person shall be singled out or treated differently as a consequence of their race, ethnic background,
gender, sexual orientation (including gender identity), religion, economic status, age, cultural group, disability,
familial status, veteran status, or national origin.

Except as provided below, Officers shall not;

 Consider race, ethnic background, gender, sexual orientation (including gender identity), religion,
economic status, age, cultural group, disability, familial status, veteran status, or national origin in
establishing either reasonable suspicion or probable cause

 Consider race, ethnic background, gender, sexual orientation (including gender identity), religion,

economic status, age, cultural group, disability, familial status, veteran status, or national origin in
deciding to initiate even those nonconsensual encounters that do not amount to legal detentions or to
request consent to search

 Consider that a person rides a motorcycle or wears motorcycle-related paraphernalia as a factor in

deciding to stop and question, take enforcement action, arrest, or search a person or vehicle with or
without a legal basis under the United States Constitution or Washington State Constitution.

Race, ethnic background, gender, sexual orientation (including gender identity), religion, economic status, age,
cultural group, disability, familial status, veteran status, national origin, or motorcycling can never be used as
the sole basis for reasonable suspicion or probable cause, provided that officers may take into account the
reported race, ethnic background, gender, sexual orientation (including gender identity), religion, economic
status, age, cultural group, disability, familial status, veteran status, national origin, or motorcycling of a specific
suspect or suspects when acting in good faith, based on credible or reliable information known to the officer at
the time that links specific suspected unlawful activity to a particular individual in the same way they would use
specific information regarding age, height, weight, etc., about specific suspects. Officers should articulate in
their report the specific facts and circumstances that support their use of such characteristics/statuses in
linking specific suspected unlawful activity to a particular individual.

In an effort to prevent perceptions of bias, officers shall utilize the following strategies when conducting
contacts, investigative detentions, traffic stops, arrests, searches and seizures of property. Officers shall:

 Be courteous, polite and professional

 Introduce themselves and explain to the person the reason for the contact as soon as practical,

unless providing this information will compromise the investigation or the safety of officers or other
persons. In vehicle stops, this information should be provided before asking for their driver’s license,
vehicle registration, proof of insurance, or other identification

 Ensure that the length of the detention is no longer than necessary to take appropriate action for the

known or suspected offense as well as any offense which is legitimately discovered during the course
of the investigation

 Ensure that the purpose of reasonable delays is explained to the person(s) contacted.

 Answer any questions the citizen may have, including explaining options for the disposition of a traffic

citation, if relevant.

 Provide name and badge number when requested, both verbally and in writing (as soon as practical).

 If the reasonable suspicion for the stop is dispelled or the stop was made in error, the officer will

explain why the error was made and apologize for any inconvenience.

 Not express – verbally, in writing, or by other gesture – any prejudice or derogatory comments
concerning discernable personal characteristics of an individual.

Training

Training shall be provided to all Department personnel on topics that can be associated with the practice of
unbiased policing as the need is identified. Relevant topics can include, but are not limited to: Ethics, field
contacts, traffic stops, search issues, asset seizure and forfeiture, interview techniques, cultural diversity,
discrimination and legal issues that relate to these topics.

Review and Analysis

A documented annual review of bias based policing complaints will be done by the Office of
Accountability. The Chief may assign a Command Staff employee to conduct a review and analysis to
determine if there is any disparate impact to any of the above identified community groups or
members. Resources for conducting the review are citations, FIRs, complaints and other Department
documents that may indicate a bias based policing practice is occurring. Citizen concerns should also be
considered when conducting the analysis.

Violations

Violations of this policy shall be investigated under the Department’s Internal Discipline Procedure and, if
sustained, shall result in disciplinary action consistent with the Department’s progressive discipline policy. All
personnel shall immediately report any incident of suspected bias based policing to their command officer who
shall initiate an appropriate inquiry into the incident. Any complaint alleging bias will be investigated. All
complaints alleging bias will be tracked by the Office of Accountability.

BestPractices

Guide

International Association of Chiefs of Police

Developing a Police Department

Policy-Procedure Manual

by

W. Dwayne Orrick

This project supported by a grant from:

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Best Practices Guide for

Developing a Police Department
Policy-Procedure Manual
W. Dwayne Orrick

Introduction

This guide has been designed to assist police agencies in smaller communities with the development and
revision of their policy-procedure manuals. The policy and procedures manual is the foundation for all of the
department’s operations. When properly developed and implemented, a policy-procedure manual provides
staff with the information to act decisively, consistently, and legally. It also promotes confidence and
professional conduct among staff.

Service delivery by agencies in smaller communities is often more responsive than departments in larger
communities due to knowledge of partnerships within the community. Officers working in smaller agencies
must be prepared for the same challenges and situations as their colleagues in larger organizations. In
addition, their response to these situations are held to the same legal and professional standards as larger
communities. The only real difference between large and small is the degree of specialization in job
assignments in smaller departments. Officers in smaller agencies are generalists, often seeing cases through
from start to finish. Because of this, they are provided more latitude to perform their jobs and are not locked
into the same routine every day, allowing for more growth, job enhancement, and satisfaction. Therefore,
policies and procedures for smaller agencies must be as thorough and complete as in their larger counterparts.

The remainder of this guide will focus on the process of developing a manual in smaller departments. It will
explore the general rules for developing policies, forming a policy committee, accessing information,
organizing the manual, writing a policy, implementing a new policy, and conducting compliance inspections.

Definitions

Organizations call their policy and procedures manual different names – policy and procedures, operations
manual, or standard operating procedures. Regardless of the name, the document provides staff with the
guidance necessary to perform department operations. Before outlining the process for developing an
operations manual, it is necessary to provide a baseline of terminology. Several terms will be used during the
development of a manual. It is necessary to distinguish between each:

 Standard – Professional or legal guidelines or performance requirements that establish
benchmarks for agencies to use in developing the organizational structure and measuring its
service delivery system.

 Policy – A course or line of action adopted and pursued by an agency that provides general
guidance on the department’s philosophy on identified issues.

 Procedure – A detailed description of how a policy is to be accomplished. It describes the
steps to be taken, the frequency of the task, and the persons responsible for completing the
tasks.

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 General Orders – Written directives related to policy, procedures, rules and regulations
involving more than one organizational unit. General orders typically have a broad
statement of policy as well as the procedures for implementing the policy.

 Special Orders – Directives regulating one segment of the department or a statement of
policy and procedure regarding a specific circumstance or event that is temporary in nature.

 Personnel Orders – Announcements of changes in status of personnel such as transfers or
promotions.

 Rules and Regulations – Procedures that apply each and every time a situation occurs with
specific guidelines for staff to follow. Rules and regulations usually proscribe specific
behavior that will result in employees being disciplined for failing to follow the guidelines
provided.1

 Post Orders – Specific processes and duties to be performed at assigned locations or posts
(i.e. front desk, security positions)

 Employee Handbook – Manual provided by the governing authority that introduces
employees to the organization, its benefits/compensation package, and an abbreviated listing
of policies.

Rules for Effective Manual Development and Implementation

When developing operational policy and procedures, several general principles should be remembered.

 First, the operations manual should be comprehensive, providing staff with direction and
guidance for all aspects of the department’s operations.

 Second, the manual should be clearly written and easy to use.

 Third, the manual should be consistent with and mirror the organizational philosophy, legal
requirements, and applicable standards.

 Fourth, staff should be involved in the development of the manual and kept informed of any
changes.

 Fifth, staff should receive adequate training and participate in open, frank discussions about
the policy and the reasons for its requirements.

 Sixth, the operations manual should be considered a living document. Routine inspections
and reviews should be completed to ensure compliance with its directives so that the manual
remains current.2

 Seventh, the manual should reflect and incorporate accepted state and national best
practices. For example, model policies like those developed by the IACP’s National Law
Enforcement Policy Center or other law enforcement organization’s general guidelines for
policy-procedure manuals as developed by CALEA (Commission on Accreditation for Law
Enforcement) or state law enforcement associations.

Formation of the Policy Committee

Developing a policy manual is a substantial undertaking. One of the first tasks to be completed is the
selection of a policy project coordinator. The selection of the proper person for this position is critical to the
success of the development and implementation of the operations manual. The individual must have the
written communication skills to compose and edit the document in a grammatically correct manner that flows

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in an easy-to-understand manner. This requires patience and attention to detail. In most agencies, this
appointment is not a full-time assignment. Instead, the person must complete these responsibilities in
addition to their current duties. In very small agencies the police chief may serve as the coordinator.
Regardless of who is selected, the person serving as the policy project coordinator must have the authority,
knowledge, and motivation to make assignments, draft policies, coordinate meetings, and complete the
process. In addition, the coordinator must have sufficient administrative or clerical support to expedite the
development process.

While one person can write the manual, the final product will likely be more complete, comprehensive, and
accepted by staff, if it is developed with contributions from both sworn and civilian representatives of the
agency. Diverse, heterogeneous groups tend to be more effective with complex problems and assignments
than a homogeneous group or an individual.3 Therefore, it is strongly suggested that as many staff as practical
be involved in the manual’s development and implementation. To accomplish this, many departments have
organized policy committees to assist with development of the manual.

Involving staff in the development process provides a vehicle for employees’ abilities to be both challenged
and recognized. It is recommended the chief post a memorandum or intra-office e-mail explaining the
development/revision process of the operations manual. Supervisors should ask for persons who are
interested in assisting with the effort. In addition to volunteers, the policy committee should involve
employees who may be critical of the department’s operations. Many times, these staff members provide
information that can improve operations within the department. Inclusion of individuals with vocal
opposition provides a safe avenue to discuss contentious issues and promote the resolution of conflicts.
Alternatively, alienation of critics only fuels their cynicism and undermines the agency’s cohesion and morale.
Finally, there may also be a need to involve legal counsel and persons from other agencies, particularly those
with special knowledge areas.

Sources of Information

When preparing to develop each area of the manual, a variety of sources should be reviewed for information
to be included in the policy.

The local government’s charter usually outlines the department’s authority. Similarly, local, state, and federal
laws and applicable court decisions proscribe standards of performance for department compliance.

Collective bargaining agreements, consent orders, and court decrees often:

 List requirements for the employment process;

 Describe individual duties and responsibilities;

 Outline discipline and grievance procedures, compensation and benefits programs.

The governing authority’s procedures are binding upon the department’s operations in many areas,
particularly employment procedures and compensation benefits. The department’s procedures may be more
strict or detailed but, cannot conflict with policies of the governing authority or they will automatically be
considered null and void.

Intergovernmental agreements and contracts for services, such as detention of inmates or dispatch
operations, may include requirements that should be considered and included in the operational procedures.

Mutual aid agreements, emergency operation plans and previously agreed upon protocols (i.e. child
abuse/molestation investigations) often outline binding procedures for officers to follow while working with
other agencies. Because these documents are often updated on a schedule different than the review of the

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manual, it is good to place the latest copy of the agreements in the appendices and refer to them in the body
of the policy.

Standards such as the Standards for Law Enforcement Agencies by the Commission on Accreditation for
Law Enforcement Agencies (CALEA) or standards promulgated for state certification programs provide the
benchmarks for professional conduct and are an excellent cornerstone for department operations.

Existing departmental policies, procedures, and general orders, provide ample direction for officers and
should not be arbitrarily abandoned. With a little modification to ensure consistency in structure with the
new manual, these procedures can be easily included in the manual. In many cases, the department’s informal
operating processes simply need to be recorded.

Since police operations are similar throughout the United States, there is no need to reinvent the wheel.
Model policies provide a baseline to begin the development of a manual. There are a number of sources for
model operating policies including the IACP National Law Enforcement Model Policy Center and state
police chiefs’ associations. Because of the diversity in the size of communities, state laws, and operational
philosophies between agencies, it is difficult to develop a policy that is applicable in all departments.
Consequently, model policies should be thought of as general guidelines to be used in the development of the
department’s manual.

Policies from other departments are also an excellent resource for expediting the development process.
Copies of manuals may be acquired from neighboring departments that have completed state certification or
national accreditation. In addition, manuals can be obtained or requested on internet sites such as IACP Net.
In many cases, these policies can be downloaded in an electronic format, which simplifies the editorial
process. The tendency is for departments to copy manuals from other communities verbatim. This process
is completely acceptable if the manual represents the department’s philosophy and procedures and is
consistent with legal guidelines. However, this is usually not the case and considerable editing is usually
required.

Tips:

 Academic research journals, trade magazines, and training lesson plans are a good source for policy
and procedure background information and address areas that may be overlooked in particular
subjects. Examples: Journal of Criminal Justice, International Journal of Police Strategies and
Management, and The Police Chief.

 Interview subject matter experts (i.e. records clerks, evidence custodians, and narcotic agents), and
persons such as law enforcement leaders and legal counsel whose contributions are critical to the
manual’s success.

Organization of the Manual

Before beginning to write the manual, several issues relating to formatting must be discussed and decided
including scope, headers, pagination, key phrases, and index.

The scope of the manual must be identified. Smaller agencies typically have one comprehensive manual that
regulates all of the department’s administration and operations. Larger agencies have found it necessary to
have more than one manual for functional areas such as administration, patrol, investigations, and detention.4

The beginning of each new section of the manual should be divided with a tab that readily identifies the
chapter’s subject or number. Each policy must have a header that includes the Agency’s Name,
Chapter/Policy Number, Title, Effective Date (originally implemented), Revised Date (Current Revision),

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Number of Pages in the section, and to whom the policy is distributed. Before the policies can be finalized,
the format for the header must be designed and approved.

Because manuals tend to be rather voluminous, it is necessary to develop a pagination system to ensure the
reader can easily identify and locate specific areas. This system should identify the exact policy and page. For
example, 5-1.3 indicates the location is Chapter 5.1, page 3. There are several derivations of this format.

To ensure consistency, key phrases such as detention facility vs. jail, investigator vs. detective, and shift vs.
watch must be identified, discussed, and decided upon for consistency throughout the entire manual.

As the policy manual is being developed, broad topic areas to be covered must be identified. Reviewing
model manuals or other departments’ policies may provide insight into developing these categories and the
specific policies to be included in each area. Each policy should be organized in the sequential order they are
to appear in the manual. Some policies may not be finalized until issues are addressed and resolved in other
policies. Therefore, it may be necessary for the coordinator to prioritize the order in which the policies must
be composed.

Finally, some departments have found it useful to provide an index in the appendices of the manual to assist
in readily locating relevant policies. The index cannot be compiled until the manual is completed. If the
document is accessed electronically, staff can use ‘key words’ to search for relative policies/directives.

Committee Review

After the topics to be included in the manual have been identified and finalized, the drafting of policies can
begin. To ensure the manual is developed in a timely manner, a schedule should be developed to outline the
tasks to be completed, time expected to complete the tasks, persons responsible, and deadlines for
completing each task. This schedule helps the committee to prioritize their work activity and focus their
attention on the manual’s development. For these same reasons, an agenda should be developed and
distributed at every committee meeting. Otherwise, the meetings will likely get off track and fail to
accomplish anything. There are a number of ways to compose an operations manual. The process of policy
development typically includes the following steps:

Policy Development Steps
1. The policy committee meets and members reach a consensus regarding what should be included in each

section. Any discussion points, questions, and concerns identified during meetings should be noted by the
coordinator and addressed at the next meeting.

2. Using the information provided by the committee, the project coordinator (or the designated committee
member) develops all draft policies (see “Steps for Writing Operating Procedures” below). The policy
development committee should not be used to write the manual. If members were expected to compose
the manual as a collective group, it would never get done.

3. Copies of the draft policy are sent to committee members for review and comment.

4. Committee members may individually return their draft copies with comments to the coordinator or meet
as a group to discuss their concerns. As the manual is reviewed, committee members should be primarily
concerned with the validity of the policies. That is, does the policy regulate or direct department
operations and employee conduct in the manner in which it was intended. Any contradictions, gaps, or
inconsistencies should be identified and corrected. This review should also ensure each policy is
grammatically correct, correctly spelled, and easily understood.

5. The coordinator reviews the comments by the committee and makes the necessary changes to the drafts.

6. Copies of the subsequent draft are sent to the committee members for review. In some cases, it may be
necessary to repeat Steps 4 and 5 several times.

7. The coordinator submits the final draft to the department’s legal counsel to ensure the proposed policy is
in compliance with current local, state, and federal laws. There are differing opinions about the decision to

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have legal counsel review each policy or restricting the review to areas of high liability and where legal
questions exist. This is a decision that should be made by leaders in each community.

8. When the legal review is complete, any comments or changes may be sent to the committee for final
review. In some communities, it may be necessary to send the approved policy to the City Manager or
governing authority for review.

9. Upon final review and approval by the chief, the coordinator places the policy in final form and prepares it
for distribution to department staff.

Procedure Development Steps

Before embarking upon the procedure development, it is recommended the committee take the time to
identify and articulate the department’s core values, mission statement and vision statement. While the
manual can be developed without these documents, it can prove invaluable to developing the organization
and its culture. Embedding the organizational values throughout the manual will encourage desired behaviors
by officers as well as a strong and consistent value system throughout the department. In many cases
departments have found it necessary to contract with a facilitator to assist with the development of these
statements.

When writing the procedures, the use of scenarios can be helpful tools in the development process, clarifying
each component of the procedure and the supporting agency values and mission. Completing the scenario
helps to identify the duties and functions that must be completed with each task.

Steps for Writing Operating Procedures

1. Start with the end in mind. Assuming an officer completes the scenario successfully, identify
the desired outcome. (Goal)

2. Review the literature/research material for issues that should be addressed in the policy
being developed. Also review the committee’s notes of discussion points, questions, and
concerns.

3. Outline the actions/steps to be completed to achieve the goal or complete the function
successfully. (What)

4. Place the outlined steps in sequential order. (When)

5. Identify the person/positions to be involved in completing the tasks in Steps 2 and 3. (Who)

6. Be sure to identify and include any special equipment, supplies, and materials to be used with
the procedure.

7. Compose the draft directive and submit it to the policy committee for review.5

It should be noted the tone of the language used in the manual subtly impacts the organizational culture.
Unreasonable restrictions in operational policy have oftentimes been the source of dissension between line
and supervisory staff. The purpose of the manual is to empower the staff. So it is important to recognize
every possible scenario cannot be identified and officers should be allowed the latitude they need for making
decisions in unusual circumstances. If a negative tone is used in the manual (e.g., shall not, will not, are not,
forbidden) it can permeate the ranks and promote cynical attitudes in staff. Consequently, the text of the
manual should avoid focusing on prohibited acts, but rather emphasize conduct the department expects and
supports of officers. Finally, there are very few absolutes in law enforcement. The courts have ruled that
terms such as should, are to, and directed to, are not absolute. The use of “shall” is an absolute, and means
under all circumstances and conditions officers will act in the manner described or directed. In addition,
some courts have held the use of the term ‘will’ is very close to an absolute. Because it is difficult to identify

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circumstances when officers are to always act in the same exact manner, the use of absolute language should
be avoided whenever possible.

Implementation

After the manual has received final approval, it is ready to be implemented. Traditionally, this has been
accomplished by first printing copies with a high capacity printer or photocopy machine. If a commercial
printer is used, the agency should have an agreement with the printer to ensure extra or discarded copies are
destroyed or returned to the department.

If a paper copy of the operations manual is used, it is best to issue them in a three ring binder. This allows
easy modification and addition to existing policy. As each manual is issued it should be stamped with a
sequential serial number that is recorded as being assigned to the officer. As with most department
equipment, officers may be required to sign for the manual when it is issued to them.

Today most agencies post their manual on the department’s computer server to ensure the policies are
accessible and easy to search at all times. Regardless of the format, having the entire manual distributed at one
time will likely overwhelm officers. It is highly recommended to distribute new policies incrementally as they
are developed and approved. This incremental process provides staff a better opportunity to digest its
requirements.

When distributing a new policy, some agencies inappropriately require officers to sign a form indicating they
have received, read, understand and agree to follow a new policy. This forces staff to indicate they understand
and will abide by a policy before they have been provided an opportunity to read and resolve any questions.
The preferred approach to follow when a new policy is issued is to give staff ample time to read the policy to
identify expectations of performance, note legitimate questions, and detect any issues that need to be
resolved.

Next, officers must be trained on the policies to ensure that they fully understand their requirements before
they are implemented. This training should cover administrative and operational topics, with particular
emphasis being placed on high-liability issues. This process may include both classroom as well as practical
exercises.

Once a policy is implemented, officers can usually refer to the manual for clarification. However, for high
liability and critical policies, officers must have a comprehensive and detailed understanding of the policy. For
example, every employee must be able to immediately recall specific details of policy requirements for topics
such as use of force and vehicle pursuit directives. To ensure officers understand and comprehend the policy
and its expectations, each should be tested on critical topics. After the testing is complete, incorrect
responses should be reviewed with the officer. If an officer fails a test or several officers miss the same
question, additional training should be provided.

In addition to introductory training, time may be designated during in-service training to review the
department’s operational procedures relating to the topic of instruction. This is a convenient way to ensure
training is relevant and staff remain current on the department’s standards of performance.

When the training is complete, documentation should be maintained that officers have been issued the policy,
trained on the content, and understand its requirements. This documentation may include a copy of the
policy, lesson plan, power point slides, handouts, sign-in attendance sheets, tests given to measure
comprehension, and officers’ test scores. Manually tracking and maintaining records of distribution can be
cumbersome and time consuming. To simplify the documentation process, agencies should consider using a
digital format to track testing, record issuance, and understanding of policy content.

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Finally, ‘master’ copies of previous policies must be maintained to answer questions of why specific actions
may have been taken or if litigation is filed against the agency. These records will be critical for resolving
questions regarding department practices during that time.

Inspection and Review

Once the new manual has been implemented, only half of the work is completed. Department officials must
ensure the policies are being followed. If work is not done in accordance with the policy, the manual is
meaningless because the custom is the policy. This situation is more problematic than not having a policy.
Informal customs attack the credibility of the department’s operational procedures and administration. It also
increases the department’s exposure to potential liability.

What gets inspected is what gets done. There are several ways to ensure compliance with the manual. One
way is to form a check sheet that lists various inspections that are to be conducted, by staff and the frequency
of the inspections. It is a simple process of checking off when the inspection is complete. In some cases,
policy may require internal and external inspections.

In the event officers are not in compliance with the department policy, a decision must be made as to the
appropriate corrective action, ranging from remedial training to counseling to punishment. In some cases, a
change in policy may be required.

Finally, the entire manual should be reviewed on at least an annual basis. This review helps to ensure the
manual is in compliance with current management, operational, and legal standards. Instead of trying to eat
the elephant in one bite, it is best to coordinate this review with key personnel over several weeks. As the
review is conducted, listen to the staff closest to the service delivery. They know the problems and often
have the best ideas for addressing them. If modifications are necessary, the same procedures outlined in this
guide should be followed for updating, distributing, and training staff of the changes.

Conclusion

Developing, maintaining, and revising a police department’s operations manual is a monumental under-
taking. If completed properly, the community, its governing authority, chief executive, and department’s staff
can be assured their operations are in compliance with current standards. It will ensure staff act in a
consistent, professional and legal manner. It will also ensure department staff are prepared for unusual
circumstances and the correct course of action is identified.

About the Author

W. Dwayne Orrick has more than 34 years law enforcement experience including 22 years as a police chief

and public safety director. He holds a Bachelors of Arts in Criminal Justice and Masters of Public
Administration from the University of Georgia. Orrick is a graduate of the 186th Session of the FBI National

Academy.

– 9 –

Bibliography

1 Carpenter, Michael, “Put it in Writing: The Police Policy Manual”, FBI Law Enforcement Bulletin,

October 2000.

2 Orrick, Dwayne, Model Jail Operations Manual for Georgia Detention Facilities, Georgia Department of
Community Affairs, 1987

3 Prince, Dr. Howard, John Halstead, and Larry Hesser, Leadership in Police Organizations, International
Association of Chief’s of Police, 2002, p.208

4 Kinnaird, Brian A., “Policy and Procedure Manual: A Didactic Model for Law Enforcement
Administrators”, Sheriff, February 2002.

5 Martin, Mark D., Developing and Revising Detention Facility Policies and Procedures, National Institute
of Corrections, U. S. Department of Justice, April 2002

– 10 –

Sample Organization of Department

Operations Manual

Chapter 1 Introduction
Chapter 2 Agency Jurisdiction and Mutual Aid
2-1 Law Enforcement Role and Authority
2-2 Contract Services
Chapter 3 Organization and Direction
3-1 Management of Information
3-2 Goals and Objectives
3-3 Fiscal Management
3-4 Hiring Standards
3-5 Promotion/Appointment Procedures
3-6 Performance Evaluations
3-7 Career Development
3-8 Job Analysis and Classification
3-9 Planning and Research
Chapter 4 Training
4-1 Fitness Standards
Chapter 5 Conduct
5-1 Discipline
5-2 Internal Investigations
5-3 Conduct Review Board
5-4 Outside Employment
5-5 Sexual Harassment
5-6 Receiving Civil Process Served Department/Employees
5-7 Polygraph
Chapter 6 Uniform and Dress Code
Chapter 7 Arrest
7-1 Taking Suspects into Custody
7-2 Processing of Juvenile Offenders
7-3 Family Violence
Chapter 8 Search and Seizure
Chapter 9 Firearms
Chapter 10 Use of Force
10-1 Use of Force Reports
10-2 Investigation of Use of Deadly Force
10-3 Critical Incident/Post Critical Incident
10-4 Line of Duty Seriously Injured/Death of Officer
Chapter 11 Vehicle Operations
11-1 Vehicle Pursuits
11-2 Interjurisdictional Pursuits
11-3 Vehicle Inspections and Maintenance
11-4 Personally Assigned Patrol Vehicles
11-5 In-Car Video Camera Film Procedures
Chapter 12 Property and Evidence
12-1 Departmental Property Control
12-2 Vehicle Inventory/Impound
12-3 Blood and Urine Test Kits
Chapter 13 Records Division Operations
13-1 Release of Information

– 11 –

Chapter 14 Traffic and Parking Enforcement
14-1 Traffic Citations (Special Processing)
14-2 Traffic Accident Investigation
14-3 Traffic Direction and Control
14-4 Use of Radar
Chapter 15 Patrol Functions
15-1 Investigating Suspicious Activity
15-2 Foot Pursuits
15-3 Racial Profiling
15-4 Blood Borne Pathogens
15-5 Courtroom Building Security
15-6 Taxicab Inspections
15-7 Administrative Notification
15-8 Hazardous Materials
15-9 On-Call Procedures
15-10 Citizen Ride-Along Program
15-11 Handling Mentally Ill Persons
15-12 Unusual Occurrences
15-13 Missing Persons
15-14 Rights of Victims and Witnesses
Chapter 16 Criminal Investigation Division
16-1 Covert and Raid Operations
16-2 Crime Analysis
16-3 Arson Protocol
16-4 Crime Scene Processing
16-5 Civil Condemnation Actions
16-6 Informants
Chapter 17 Animal Control
Chapter 18 Communications

18-1 Tactical Dispatch Plans

• BP-PolicyProcedures Cover
• BP-Policy-Procedures

1

Directive Type: General Order Effective Date:

08-1-2018

General Order Number:

01.07

Subject: Use of Social Media

Amends/Supersedes: Special Order 2014-02 Chief of Police:

Distribution:

All Personnel

Review Date:

July 1

# of Pages: 5

1.0 PURPOSE

The City of Columbia Police Department recognizes the importance of the internet in shaping public thinking about the

department and our current, past and potential activities, employees, on-going investigations, and day-to-day operations.

The City of Columbia Police Department also identifies with the importance of its employees joining in and helping

shape the department’s image and the direction through interaction with social media forums. The City of Columbia

Police Department is committed to supporting employee’s right to interact knowledgeably, responsibly, socially and

legally on the internet through interaction in social media.

Consequently, the guidelines in this social media policy will help sworn and non-sworn employees make appropriate

decisions about the work-related and the personal contents of their blogs, personal websites, and other interactive sites, to

include postings on video and picture sharing sites, or in the comment sections made within the various blogs, elsewhere

on the public internet, and in responding to comments from posters either publicly, via email or direct messenger.

These guidelines are intended to help employees open a respectful, knowledgeable interaction with people on the

internet. They also protect the privacy, confidentiality, and interests of the City of Columbia Police Department and our

current and potential activities, employees, investigations and daily operations.

Note that these policies and guidelines apply not only to work-related postings but will also address employee’s off-duty

behavior as it relates to the City of Columbia Police Department, however, it is not meant to infringe upon employee’s

personal interaction or commentary online. This policy is also not meant to address one particular form of social media;

rather social media in general, as advances in technology occur and new tools emerge.

2.0 DEFINITIONS

Social Media: It is primarily an internet and mobile based tool for sharing and discussing information and ideas among

people. Social media provides a new and potentially valuable means of assisting the City of Columbia Police Department

and its personnel in meeting community problem-solving, investigative aid, collaborations in crime prevention, and other

related investigative areas that will provide a means to streamline processes and advance productivity.

2

Blog: A self-published diary or commentary on a particular topic that may allow visitors to post responses, reactions, or

comments. The term is short for “Web log.”

Page: The specific portion of a social media website where content is displayed, and managed by an individual or

individuals with administrator rights.

Post: Content an individual shares on a social media site or the act of publishing content on a site.

Public Concern: Speech of such common interest to the public at large that the employee’s comments on the matter

evidence an expression of an individual citizen and not by virtue of their position at the City of Columbia Police

Department.

False Statement: A statement which is deceitful, misleading or untrue.

Profile: Information that a user provides about himself or herself on a social networking site.

Social Networks: Online platforms where users can create profiles, share information, and socialize with others using a

range of technologies.

Speech: Expression or communication of thoughts or opinions in spoken words, in writing, by expressive conduct,

symbolism, photographs, videotape, or related forms of communication

3.0 DIRECTIVE

As public employees, department personnel are cautioned that speech on- or off-duty, made pursuant to their official

duties is not protected speech under the First Amendment and may form the basis for discipline if deemed detrimental to

the department. Department personnel should assume that their speech and related activity on social media sites will

reflect upon their office and this department.

3.1 Use of the City of Columbia Police Department Social Media

The use of all department social media sites or pages will be approved by the Chief of Police or designee and

will be primarily administered and maintained by the Office of the Chief. The use of department computers by

department personnel to access social media is prohibited without authorization.

The department’s social media sites or pages will indicate that they are maintained by the City of Columbia

Police Department. They will have City of Columbia Police Department contact information displayed and each

social media page shall include an introductory statement that clearly specifies the purpose and scope of the

agency’s presence. It will adhere to applicable laws and regulations, including all City of Columbia Information

Technology and Records Management policies. Where possible, the page(s) should link to the department’s
official website.

Official department social media sites and pages shall state that the opinions expressed by visitors to the

site/page do not reflect the opinions of the City of Columbia Police Department and reserves the right to remove

obscenities, off-topic comments, and personal attacks. Any content posted or submitted for posting is subject to

public disclosure.

Personnel representing the department must conduct themselves at all times as a representative of the

department and shall adhere to department standards and polices. Therefore, Employees are prohibited from:

 Sharing information about the City of Columbia Police Department that is confidential or for law

enforcement use only. This includes information about current or active investigations, department

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and/or employee rumors, personal opinions or thoughts or any other information that has not been

publicly released by the City of Columbia Police Department.

 Posting, transmitting, reproducing, and/or disseminating information (text, pictures, video, audio, etc.)

to the internet or any other forum (public or private) that would tend to discredit or reflect unfavorably

upon the CPD or any of the department’s employees.

 Expressing personal opinions on any suspect or arrestee, or comment on any pending prosecution.

 Affiliating with, or advocating for, any political party or private business.

 Personal usage including, but not limited to, letters, memoranda, electronic communications such as

web sites and web pages of the trademarked badge/shield, uniform patch or department name is

prohibited. All employees’ photos/videos are authorized usage of the department name, badge,

shield and uniform patch for official CPD business.

 Using any electronic device (i.e. cell phones, laptops, smartphones, etc.) department issued or

personal, to post, upload or download any department or job related information to any social media

outlet is explicitly prohibited unless it is a site approved through the Office of the Chief of Police or

designee.

These are given as examples only and do not cover the entire range of what the City of Columbia Police

Department considers work sensitive and confidential. If you have any question about whether information can

be released publicly or doubts of any kind, speak with your supervisor and/or the Public Information Officer

before releasing information that could potentially harm the City of Columbia Police Department, or its

employees, family members, witnesses, victims or suspects.

The Office of the Chief will be responsible for approving and monitoring on a regular basis all approved sites in

order to ensure appropriate usage and representation of the department.

3.2 Use of Social Media Outlets for Investigative or Research Purposes

Social media outlets may be used by personnel for investigative or research purposes such as:

 Crime analysis and situational assessment reports;

 Criminal intelligence development; and

 Criminal investigations

Employees will only utilize social media to seek or retain information that:

 Is based upon a criminal predicate or threat to public safety; or

 Is based upon reasonable suspicion that an identifiable individual, regardless of citizenship or U.S.

residency status, or organization has committed an identifiable criminal offense or is involved in or is

planning criminal conduct or activity that presents a threat to any individual, the community, or the

nation and the information is relevant to the criminal conduct or activity; or

 Is relevant to the investigation and prosecution of suspected criminal incidents; or

 Is useful in crime analysis or situational assessment reports for the administration of criminal justice

and public safety.

4

Employees utilizing social media as an investigative tool will:

 Use only department electronic equipment throughout the investigation.

 Conduct an investigation only while on duty.

 Follow the guidelines previously set forth in this document.

 Only use publicly available open source material.

Employees utilizing social media as an investigative tool will not:

 Use their personal social media account, personal account information, or personal electronic devices

to access the social media content.

 Use another individual’s personal account without his/her consent.

Employees are reminded any personal electronic devices used on duty and/or in an official capacity may be

subject to review, subpoena, discovery, public records requests, and/or seized for possible evidentiary value.

3.3 Personal Use: Precautions and Prohibitions

Speak respectfully about the City of Columbia Police Department and its current and potential employees,

victims, witnesses, suspects and supervisors.

Do not engage in name calling or behavior that will reflect negatively on the City of Columbia Police

Department’s reputation.

Note that the use of copyrighted materials, unfounded, false or hurtful statements, or misrepresentation is not

viewed favorably by the City of Columbia or the City of Columbia Police Department and can result in

disciplinary action up to and including employment termination.

The City of Columbia Police Department encourages employees to write knowledgeably, accurately, and using

appropriate professionalism. Despite disclaimers, internet interactions can result in members of the public

forming opinions about the City of Columbia Police Department’s employees, and/or policies.

Honor the privacy rights of department current and past employees by seeking their permission before writing

about or displaying internal City of Columbia Police happenings that might be considered to be a breach of their

privacy and confidentiality.

In commenting in areas of private concern, Employees should be conscious not to post information or opinions

which would negatively impact on any of the rights of other individuals, the City of Columbia and its

employees, or litigants in any case which the City of Columbia Police Department has any interest.

Employees may comment on matters of public concern in the same manner as any citizen in the community.

However, when commenting on such matters, if the Employee is commenting as a Columbia Police Officer or

representative of the City of Columbia and not as a private citizen, their speech may be subject to review and

potential discipline.

When using social media sites, employees should be mindful that their rhetoric becomes archived in a

worldwide electronic domain. Therefore, personnel should adhere to the department’s code of conduct while

engaging in social media.

Employees shall not, under any circumstance, engage in prohibited speech that could potentially undermine or

discredit an officer’s testimony in a criminal proceeding.

5

Employees should recognize that they are legally liable for anything they write or present online. Personnel can

be disciplined by the City of Columbia or the City of Columbia Police Department for commentary, content, or

images that are defamatory, pornographic, proprietary, harassing, libelous, or that can create a hostile work

environment. Individuals can also be sued by City of Columbia employees, and any individual or company that

views employee commentaries, content, or images as defamatory, pornographic, proprietary, harassing, or

libelous.

Personnel should be aware that privacy and account settings are ambiguous and should never assume that

personal information is protected.

Employees should be aware that all social networking sites are subject to monitoring and, if found to be used

inappropriately, could result in disciplinary action.