Professional Documents
Culture Documents
Police Management of Mass Demonstrations - Identifying Issues and Successful Approaches 2006
Police Management of Mass Demonstrations - Identifying Issues and Successful Approaches 2006
Police Management
of Mass
Demonstrations:
Identifying Issues and
Successful Approaches
Tony Narr
Jessica Toliver
Jerry Murphy
Malcolm McFarland
Joshua Ederheimer
This publication was supported by Motorola, Incorporated. The points of view expressed
herein are the authors’ and do not necessarily represent the opinions of Motorola, Inc.,
or individual Police Executive Research Forum (PERF) members.
Websites and sources listed provide useful information at the time of this writing, but
authors do not endorse any information of the sponsor organization or other information
on the websites.
ISBN: 1-878734-95-4
Cover photograph by Robert Kaufmann, courtesy of the United States Federal Emergency
Management Agency. Photograph altered by Dave Williams.
Contents
1 5 Foreword..............................i
Acknowledgments.............iii
Introduction . . . . . . . . . . . . . . .1 Roles and Responsibilities . . .41
The Meaning of Mass Demonstration . . . . . . . . 3 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Appendix A: Links to
The Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Command and Control . . . . . . . . . . . . . . . . . . . 42 Documents on the
Key Mass Demonstration Issues . . . . . . . . . . . . . 4 Strategic Command . . . . . . . . . . . . . . . . . . . . . . 42 World Wide Web ..............77
Operational Command . . . . . . . . . . . . . . . . . . . 43 Appendix B: Seattle
Tactical Command. . . . . . . . . . . . . . . . . . . . . . . 43 Police Department
2 Practitioner Perspectives . . . . . . . . . . . . . . . . . . 43 Planning Checklist for
Command Protocols . . . . . . . . . . . . . . . . . . . . . 44
Planning and Preparation . . . .7 Crime Investigation . . . . . . . . . . . . . . . . . . . . . . 44
Special Events ...................79
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Specialized Units . . . . . . . . . . . . . . . . . . . . . . . . 45 Appendix C: Presidential
The Process of Planning . . . . . . . . . . . . . . . . . . . 8 Communications . . . . . . . . . . . . . . . . . . . . . . . . 46 Inauguration Task
ARTICLE: National Special Security Events . . . . . . 9 Force MOU.......................83
Policies and Procedures . . . . . . . . . . . . . . . . . . . 48
Tony Narr Citizen Complaints . . . . . . . . . . . . . . . . . . . . . . 48 References .........................89
Mutual Aid and Multi-Agency ARTICLE: Communication During
Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 About the Authors............91
Mass Demonstration Events . . . . . . . . . . . . . . . 49
Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Malcolm McFarland About the Police
ARTICLE: Planning for the DNC . . . . . . . . . . . . . 17 Executive Research
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Mary Jo Harris Forum ...............................95
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 About the PERF
6 Center on Force and
Crowd Control and Accountability...................96
3 Use-of-Force . . . . . . . . . . . . . .53 About Motorola................97
Training . . . . . . . . . . . . . . . . .21 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Crowd Control . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Training To Make Plans Work . . . . . . . . . . . . . 22
Formations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Incident Management Systems . . . . . . . . . . . . . 22
Mass Arrests . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Training as a Team . . . . . . . . . . . . . . . . . . . . . . . 23
Use-of-Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Training with Partner Agencies . . . . . . . . . . . . 23
Pre-Event Briefings . . . . . . . . . . . . . . . . . . . . . . 57
Consistent Terminology . . . . . . . . . . . . . . . . . . 24
Equipment and Tools. . . . . . . . . . . . . . . . . . . . . 58
Practitioner Perspectives on
Protective Equipment Considerations . . . . . . . 58
Mass Demonstration Training . . . . . . . . . . . . . 24
Less-Lethal Devices . . . . . . . . . . . . . . . . . . . . . . 59
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
4
Intelligence and Information 7
Management . . . . . . . . . . . . .31 Media Relations . . . . . . . . . . .63
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Intelligence Gathering and Assessment . . . . . . 32 Media Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Managing Information During an Event. . . . . 34 Public Information . . . . . . . . . . . . . . . . . . . . . . 65
Post-Event Intelligence . . . . . . . . . . . . . . . . . . . 36 Joint Information Centers. . . . . . . . . . . . . . . . . 65
After-Action Reporting . . . . . . . . . . . . . . . . . . . 36 Press Conferences. . . . . . . . . . . . . . . . . . . . . . . . 67
ARTICLE: After-Action Reporting . . . . . . . . . . . . 37 Post-Event Activities . . . . . . . . . . . . . . . . . . . . . 68
John Gallagher ARTICLE: Media Embedding in Miami . . . . . . . . 69
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Tony Narr
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
8
Conclusion . . . . . . . . . . . . . . .73
Foreword
Foreword — i
them and their property from unlawful or These questions and many more are the
destructive behavior; focus of this publication. This report is not so
n
much a detailed, operational guide as it is an
How to effectively gather information for a
overview of the major issues to consider when
planned or spontaneous mass demonstration;
planning the police role in managing a mass
n How to integrate local, state and federal re- demonstration. While most police chiefs will be
sources—and maintain accountability; aware of a great many of the issues raised, this re-
n
port sheds light on a number of issues that are not
How to identify the policy issues and what
as easily recognized for their potential to derail
procedures and safeguards should be in
the efforts of police. Our hope is to offer police
place for mass arrests;
executives and operational commanders a snap-
n Determining what level of force should be shot of lessons already learned and a roadmap
used when demonstrators become unruly through the steps they will take in preparation for
and who gives the command to use it; and future major mass demonstration events. This re-
n
port is part of the PERF Critical Issues publica-
Clarifying the role of the agency’s chief exec-
tion series, and we are very grateful for Motorola,
utive before, during and after an event. Who
Inc.’s, support of this effort. We are especially
is in charge of managing the demonstration?
grateful to the police chiefs and their staffs who
contributed their time and ideas to this project.
Executive Director
Police Executive Research Forum
ii — Foreword
Acknowledgments
Acknowledgments — iii
Department; Chief Robert White, Louisville individuals who were interviewed or who re-
Metro Police Department; and Chief Gerald viewed various sections of the book. Their con-
Whitman, Denver Police Department. tributions and insights are greatly appreciated.
Additionally, subject matter experts from An international forum in San Diego al-
around the United States, as well as from the lowed PERF to highlight promising approaches
United Kingdom and Canada assembled at PERF from around the world. Many thanks to our con-
headquarters in Washington, D.C., to provide ad- ference speakers: Assistant Chief Constable Ian
ditional insight into the topic of mass demon- Arundale, West Mercia Police, United Kingdom;
strations. Among these were Superintendent Deputy Chief Michael Berkow, Los Angeles Po-
Malcolm McFarland, Police Service of Northern lice Department; Chief William Bratton, Los An-
Ireland; Major Thomas Cannon, Miami Police geles Police Department; Chief Michael Butler,
Department; Captain Mike Stanford, Seattle Po- Longmont (CO) Police Department; President
lice Department; Lieutenant John Incontro, Los Chris Fox, Association of Chief Police Officers,
Angeles Police Department; Inspector Barry UK; Reverend Reginald G. Holmes, Pastor, New
Clark, Calgary Police Service, Canada; Captain Covenant Christian Church, Denver; Major Steve
Victor Brito, Washington, D.C. Metropolitan Po- Ijames, Springfield (MO) Police Department;
lice Department; Assistant U.S. Attorney John Chief Gil Kerlikowske, Seattle Police Depart-
Gallagher, U.S. Attorney's Office—Philadelphia; ment; Chief Stanley Knee, Austin (TX) Police De-
retired Deputy Superintendent Robert O'Toole, partment; Commander Cathy Lanier, Metropoli-
Boston Police Department; and Stewart Richard- tan Police Department, D.C.; Major General
son, CENTREX, United Kingdom. Mickey Levy, Former Commander, Jerusalem
Superintendent Malcolm McFarland, Police Police District, Israel; Superintendent Malcolm
Service of Northern Ireland, as a PERF Fellow, McFarland, Police Service of Northern Ireland;
oversaw and guided the initial development of Chief Robert McNeilly, Pittsburgh Bureau of Po-
this publication. Superintendent McFarland pro- lice; Chief Bernard Melekian, Pasadena (CA) Po-
vided invaluable research and support while tak- lice Department; Chief Inspector Richard Prior,
ing a lead role in writing the content for this Metropolitan Police Department, United King-
book. We are grateful to Chief Constable Hugh dom; Chief Thomas Streicher, Cincinnati Police
Orde from Northern Ireland for allowing Super- Department; Deputy Superintendent Assan
intendent McFarland to work on this project at Thompson, Jamaica Constabulary Force; Chief
the PERF office in Washington, D.C. John Timoney, Miami Police Department; Chief
In addition, the articles by the following Gerry Whitman, Denver Police Department;
contributing writers have helped provide valu- David Wilkinson, United Kingdom Home Office,
able perspectives and are essential elements of Police Scientific Development Branch; and Exec-
this book: Tony Narr, PERF Director of Manage- utive Director David Wood, Police Ombudsman,
ment Education; Bryce Kolpack, Assistant Direc- Northern Ireland.
tor of Management Services; Terry Chowanec, Special thanks to Commissioner Kathleen
Senior Associate, Management Services; Cliff Di- O’Toole, Boston Police Department; Chief John
amond, then Senior Associate, Management Ser- Timoney, Miami Police Department; Chief Syl-
vices; and Captain Brett Patterson, then PERF vester Johnson, Philadelphia Police Department;
Fellow, of the West Palm Beach, FL, Police De- Chief Gil Kerlikowske, Seattle Police Department;
partment. Also playing a critical role were many and Chief Charles Ramsey, Metropolitan Police
iv — Acknowledgments
Department of the District of Columbia for shar- guided this project from start to finish, providing
ing their experiences and lessons learned in man- insights and resources. Thanks for editing and
aging and handling mass demonstrations. organizational help to Jim Cronin, Martha
Of course, this book could not have been Plotkin, Kevin Greene, Leif Picoult and Anna
produced without the incredible efforts of our Berke. And thanks to Jennifer Brooks, Andrea
talented and dedicated PERF staff and support Harris, Ken Hartwick, Ismaila Kane and Raquel
personnel. Executive Director Chuck Wexler Rodriguez for excellent administrative support.
Acknowledgments — v
PHOTO BY JEFF LEUNG
vi
1
Introduction
Chapter 1. Introduction — 1
States, starting with the 1999 WTO demonstra- police in the Bayfront Park Amphitheater
tion. It provides an overview of the experiences of (CNN.com 2003).
law enforcement agencies that have weathered
major mass demonstration events, specifically ex- In addition, spontaneous disorder incidents
amining their planning, training, intelligence, erupted after several sporting events in a number
communications and information-sharing, event of cities. Disorder events, often fueled by alcohol,
management and media relations practices. It followed Super Bowl and Major League Baseball
shares the lessons learned and practices adopted victories in Boston in 2004 and 2005, as well as
by law enforcement agencies to create better after wins and losses by college teams in Virginia
processes to anticipate and plan for large-scale Beach, Virginia; La Crosse, Wisconsin; Chicago,
events—events that could potentially consume Illinois; College Park, Maryland, and both Boul-
their every resource. der and Denver, Colorado, where celebrations es-
Since the Seattle WTO demonstration, calated into violence and attacks on property and
other mass events have resulted in disorder that police.
required tactful management and necessitated a At the same time, there have been other
large and coordinated police response. Examples mass events that were relatively calm. The June
of such events include 2004 G8 Summit of world government leaders in
n Mardi Gras disorder in Seattle in 2001, as Sea Island, Georgia, and the July 2004 Democra-
well as similar violence in Philadelphia, tic National Convention (DNC) in Boston took
Austin and Fresno. In Seattle, the Mardi Gras place without serious criminal misconduct.
activity led to rioting, vandalism and as- Protests at the Republican National Convention
saults. One media outlet headline described (RNC) in New York in August 2004—while larg-
it as “Chaos Consumed Pioneer Square on er than those during the G8 Summit or the
‘Fat Tuesday’ and One Man Was Mortally DNC—were more peaceful than expected. How-
Wounded Before Police Dispelled the ever, a mass-arrest decision by police was criti-
Crowds” (Seattle Post-Intelligencer 2001). cized and led to one State Supreme Court Justice
ordering the release of nearly 500 protestors and
n In Washington, D.C., in 2002 mass arrest
imposing a $1,000 fine against the city for every
tactics during the International Monetary
protestor held after a set deadline (New York
Fund (IMF) and World Bank demonstra-
Times 2004).
tions became the cause of criticism after
World political gatherings and summits
numerous people were arrested, including
have become targets for protesters in America
non-violent protestors and bystanders.1
and abroad. Serious disturbances have occurred
n Rioting during an international meeting in Sweden, Belgium, Ireland, France and Italy in
proposing a Free Trade Area of the Americ- recent years. Within the United Kingdom, envi-
as (FTAA) in Miami in 2003 led to arrests ronmental protests have produced a plethora of
and injuries to both demonstrators and both violent and non-violent protester tactics
1. For more information see Council of the District of Columbia Draft Report, “Report on Investigation of
the Metropolitan Police Department’s Policy and Practice in Handling Demonstrations in the District of
Columbia.” Available at: http://www.dcwatch.com/police/040311.htm.
2 — Chapter 1. Introduction
that challenge law enforcement agencies. Other of a demonstration of support. This may be be-
extremely violent demonstrations and protests in cause some groups, including extremist or anar-
Northern Ireland have reached the lethal stage, chist groups, have instigated violence at organ-
with firearms and improvised explosive devices ized protests in an attempt to gain publicity or to
being directed against law enforcement agencies further their political aims. Such organized
trying to restore and rebuild peace. Though the protests often create an inherent risk to public
focus of this examination is recent mass demon- safety and civil liberties and pose particular chal-
stration events in the United States, events lenges to law enforcement agencies tasked with
around the world have contributed to the body of protecting life and preserving the peace.
knowledge from which American police agencies The protest definition therefore—with a
have developed policies and practices. negative connotation—is possibly the common
Accordingly, this report will provide practi- perception of the term demonstration, though the
tioner perspectives from those police depart- definition is much wider and does not assume
ments in the United States that have had exten- breaches of the peace. For the purposes of this
sive experiences managing and handling mass document, we will focus on those mass demon-
demonstration events: Boston, Miami, New York, stration events for which there is an expectation,
Philadelphia, Seattle, and Washington, D.C. It is through specific intelligence or other sources,
hoped that by sharing their experiences and les- that the normal rule of law will be significantly
sons learned, and by reviewing successful indus- challenged, or that violent action is likely.
try approaches, that law enforcement leaders will
be better equipped to protect the public while
also protecting citizens’ rights. THE PROJECT
Recognizing that police executives from Los An-
geles to New York need to gain more perspectives
THE MEANING OF about ways to better protect their communities
MASS DEMONSTRATION and departments, the Police Executive Research
The dictionary defines a demonstration as a pub- Forum (PERF) began a project to explore critical
lic display of feeling toward a person or cause. This issues facing today’s law enforcement agencies.
description applies to a wide array of occasions on This research was supported through a partner-
which large numbers of people come together for ship with Motorola, Inc. In March 2004, a group
a common purpose (e.g., a political convention; a of police chiefs from selected areas were invited
labor dispute; or even a major sporting or social to Chicago, Illinois, to discuss critical issues fac-
event). Even when demonstrations are peaceful, ing law enforcement. Two issues were identified
managing the large numbers of people attending for further study: the use-of-force, and managing
creates a unique law enforcement challenge. mass demonstrations. A 2005 PERF publication
Protest, on the other hand, is defined as an organ- entitled Chief Concerns: Exploring the Challenges
ized public demonstration objecting to a policy or of Police Use of Force addressed use-of-force is-
course of action. Protests commonly occur when sues. This report addresses mass demonstrations.
persons assemble to express opposition in re- This report is based, in part, on a PERF-
sponse to local or world events, particularly polit- convened consortium of police executives from
ical events or government actions. Sometimes, numerous agencies who met at PERF headquar-
there is a perception that a protest is the antithesis ters in Washington, D.C., to help frame the most
Chapter 1. Introduction — 3
salient issues regarding mass demonstrations and when planning for and managing mass demon-
police response.2 Police practitioners included strations. Moreover, it identifies the key issues
representatives from Britain, Boston, Miami, Cal- managers and planners should consider as they
gary, Los Angeles, Northern Ireland and Seattle. prepare for mass events. While this report should
Furthermore, PERF gathered more than 100 in- not be viewed as a comprehensive manual on mass
vited practitioners and stakeholders at an inter- demonstrations, it does provide valuable addition-
national forum in San Diego in December 2004 al information and perspectives, thus serving as a
to highlight issues related to mass demonstra- roadmap to other detailed information.
tions and use-of-force. At this event, Los Angeles
Police Chief William J. Bratton set the scene for a
lively interaction as he discussed the changing KEY MASS DEMONSTRATION ISSUES
nature of protests and mass demonstration During a panel discussion on mass demonstra-
events. He recalled that in the 1960s the issues tions at the December 2004 forum,3 Executive
leading to demonstration events tended to be Director Chuck Wexler moderated a discussion
more community-centered and that the police in which participants shared myriad lessons and
focus was largely tactical. He noted that today, new response tactics. In addition to the issues
demonstrations are sometimes orchestrated by identified by meeting participants, PERF’s exam-
far-reaching national and international organiza- ination of recent mass demonstration events has
tions, coalitions and informal groups subscribing highlighted several key elements noted below:
to anarchistic methods. To be effective, the police
response must go beyond operational matters to n Mass demonstrations remain a major chal-
include establishing community ties and sup- lenge to law enforcement agencies and will
port, and maintaining open lines of communica- continue to raise significant concerns in the
tion with the media and the public. post-9/11 world;
n
In compiling this report, PERF reviewed
The reality that large events cannot be han-
mass demonstration events that have occurred
dled by any single agency makes coopera-
since 1999 in the United States. High-profile
tion and effective communications the
demonstrations in which the responding police de-
most essential aspects of mass demonstra-
partments produced after-action reports were par-
tion event management;
ticularly useful. The project team carefully studied
these reports to identify common themes and les- n Critical planning issues and processes must
sons learned. This report highlights many of the be addressed by all agencies prior to an
critical issues that departments should consider event;
2. Particular thanks are due to Major Thomas Cannon, Miami Police Department; Inspector Barry Clark,
Calgary Police Service Lieutenant; John Gallagher, Assistant U.S. Attorney, U.S. Attorney’s Office, Philadelphia;
Lieutenant John Incontro, Los Angeles Police Department; Deputy Superintendent Robert O’Toole,
Retired, Boston Police Department; Chief Inspector Stewart Richardson, Centrex, United Kingdom; and
Captain Mike Sanford, Seattle Police Department.
3. Mass demonstration panel members: Chief Gil Kerlikowske, Seattle Police Department; Commander
Cathy Lanier, Metropolitan Police Department, D.C.; Major General Mickey Levy, Former Commander
Jerusalem Police District, Israel; and Superintendent Malcolm McFarland, Police Service of Northern Ireland.
4 — Chapter 1. Introduction
n “What ifs,” worst-case scenarios and plans n Operating procedures should address the
for mid-course corrections must be includ- issue of when it is appropriate or necessary
ed in the planning and training processes; to utilize full body armor or to issue special
n
weapons, recognizing the possible negative
There is a balance to be struck between, on
effect their appearance can have on a crowd;
the one hand, First Amendment rights and
other civil liberties, and on the other hand, n The agency must make the best use of real-
the interventions required to protect public time and strategic intelligence, managing it
safety and property; both internally and via the media; and
n Recognizing the serious potential risk to of- n The agency must determine how to best ed-
ficers’ safety, policies must be in place to ucate and reassure citizens about police pro-
guide officers on the degree of force that fessionalism and proportionate responses.
may be used in response to perceived risks;
Chapter 1. Introduction — 5
PHOTO BY ANDRES BALCAZAR
6
2
Planning and Preparation
O VERVIEW
The key to effectively managing mass demonstra-
tions and other major events is planning and
for an agency to respond quickly to unexpected
events. For those events that are anticipated well
in advance, agencies have the opportunity to de-
preparation. Certainly there is a vast difference velop in-depth operational plans, but will still
between planning for a demonstration that will rely upon standing plans as a foundation. The
occur months in the future and reacting to a following pages contain some of the critical steps
spontaneous event. Agencies must continually departments need to take to increase their pre-
assess their ability to handle demonstrations of paredness. The section begins with a discussion
all manners and sizes. Contingency plans, trained of the planning process, provides a detailed plan-
officers and mutual aid agreements are essential ning checklist and concludes with a discussion of
by Tony Narr events into Levels I, II, III and IV, corresponding
with the internal FBI Special Events Readiness
In May 1998, President Clinton issued Presiden- List (SERL). The factors that contribute to the
tial Decision Directive 62 (PDD-62), which in part level designation include federal participation, lo-
included a classified document dealing with the cation of event, available threat assessment and
coordination of federal counterterrorism assets state and local resources available. At this writing,
for events of national interest that are deemed DHS is expected to publish a Special Event Stan-
National Special Security Events (NSSEs). The dard Operation Procedure in the near future.
designation of an NSSE allows the U.S. Secret Local law enforcement agencies must work
Service (USSS), the lead agency for designing and with their governors to request an NSSE designa-
implementing the operational security plan, to ac- tion. A governor can ask that an event be consid-
cess ample resources and ensure public safety by ered an NSSE by formal request to the Secretary
forming partnerships with other federal, state and of DHS. The request is reviewed by the NSSE
local law enforcement and other security and pub- working group, composed of representatives
lic safety agencies. from the USSS, FBI and FEMA. These representa-
There are only a few events that the Depart- tives gather facts and make a recommendation
ment of Homeland Security (DHS) designates as to the Secretary, who makes the final decision.
NSSEs each year. Recent designated events in- A number of factors are considered when desig-
clude the 2004 Democratic National and Repub- nating an NSSE. First, the USSS determines how
lication National Conventions and the G8 Sea Is- many dignitaries are expected to attend the event.
land Summit. These events were good examples Any event that may be attended by government
of effective coordination and cooperation among officials or foreign dignitaries may create an inde-
federal, state and local homeland security and law pendent federal interest in ensuring safety and
enforcement resources. The DHS and its many increasing resources. Second, the size of the
component agencies have provided tremendous event may increase the need for additional securi-
support to local law enforcement charged with ty measures. Large events may draw the attention
ensuring the safety of the masses who gather for of terrorists or other criminals, increasing the
these types of large events in their cities. For attractiveness of the forum as a target for employ-
events that do not meet NSSE standards, DHS’s ing weapons of mass destruction. Third, the
Operations Integration Staff (I-STAFF) estab- significance of the event may be historical, politi-
lished an Interagency Special Events Working cal and/or symbolic, which may also heighten
Group (SEWG) to develop federal consolidated concern about terrorist acts or other criminal
security plans. This new system categorizes activity.1
1. More information on National Special Security Events can be found at the U.S. Secret Service website:
http://www.secretservice.gov/nsse.shtml, and at the DHS fact sheet website: http://www.dhs.gov/
dhspublic/interapp/press_release/press_release_0207.xml.
n Hold formal meetings with event organizers n Contact police agencies that have prior expe-
as early as possible before the event; rience with similar events and with the same
n
organizers. Send observers to other similar
Identify potential protest groups. Attempt to
events. In return, plan for visiting police ob-
meet with them and advocacy groups such as
servers to use your agency for the same learn-
the American Civil Liberties Union and the
ing purpose for future events;
National Lawyer’s Guild. (Consider the bene-
fits of inviting such representatives as part of n Establish a media strategy for managing
the police planning team); media representatives, maintaining commu-
n
nity contact and disseminating information;
Consider NSSE applicability;
n
n
Develop MOU with partner and/or assisting
Identify partner law enforcement agencies
agencies; and
(local, state, federal and others that may be
applicable) and meet to discuss mutual aid, n Secure a commitment to provide uniform
the possible roles for each agency and Memo- pre-event training for all support agencies and
randa of Understanding (MOU) issues. Con- at all levels—command to supervisors and
sider cross-jurisdictional issues; front-line officers.
n Specify equipment and uniform MOU so that
commanders are aware of the abilities of mu-
tual aid agencies and how they will be de-
ployed in the field;
n Hold formal meetings with all stakeholders
who can provide support; including
o Local leaders and elected officials
o Business/private sector individuals
o Public transportation personnel
o Public utility officials
o Medical facilities and the local Red Cross
o Venue managers (hotels, meeting halls, con-
vention centers);
n Develop procedures for a post-event stand- n Confirm the commitment from all necessary
down system to return to normal operational parties to produce a written after-action re-
status; port outlining lessons learned, next-event
n
planning and additional training opportuni-
Identify a method for post-event debriefing, to
ties; and
include the solicited input of event organizers;
n
n
Review standing plans in light of their effec-
Undertake citizen/public surveys to rate the
tiveness during the demonstration event.
effectiveness of police and overall handling of
the event;
20
3
Training
O VERVIEW
Training is an ongoing process in every law en-
Training together is what makes this happen.
Mass demonstration training should approxi-
mate the conditions associated with the event. Ef-
forcement agency throughout the nation. From
fective police training should be linked to the
entry-level academy training, through in-service host agencies’ core values and should always rein-
and career development training, police officers force ethical policing practices, particularly the
train throughout their entire careers. Multi- commitment to respect and uphold civil liberties.
agency training for large-scale demonstrations, This chapter discusses the importance of
however, is a fairly new, yet critical component of training in preparing an agency to manage a mass
successful demonstration management. Com- demonstration, including the importance of de-
manders, supervisors and officers alike must be veloping training programs that are consistent
proficient at carrying out their role in the various with plans. The chapter addresses issues such as
tactical and contingency plans that may be put incident management systems, training in teams,
into operation during a mass demonstration training with partner agencies and using consis-
event. Moreover, when a multi-agency operation tent terminology. The chapter concludes with ex-
is initiated, everyone involved must be able to amples of how agencies have used training to en-
perform in concert and up to expectations. hance preparedness.
Chapter 3. Training — 21
TRAINING TO MAKE PLANS WORK n A strong statement that any officer’s failure
The most carefully crafted plans to address a to comply could result not only in failed po-
wide range of contingencies, “what ifs” and lice tactics, but also employee discipline;
worst-case scenarios are effective only if the po- and
lice are proficient at carrying them out as intend- n Instruction on de-escalation techniques.
ed. From the top command to the officers on the
ground, everyone should be trained to a common As vital as classroom training is, only
standard. This does not mean that commanders through practical training, tabletop exercises and
and officers should receive the same training other simulation efforts does the agency create an
(they should not since their roles will be quite opportunity to actually test its contingency plans.
different), but their training should reflect the Tabletop Incident Management System (IMS)
same mission, strategy and terminology. Event training exercises are an excellent and inexpensive
commanders must be in agreement on their mis- training tool for mass demonstration prepared-
sion and the overall approach behind the plans ness. The scenarios can be designed to include
they are charged to carry out. personnel from communications, jails, fire/EMS
Pre-event training can be in the form of and emergency management departments, public
classroom lectures, classroom-based simulations works, and other government agencies. All are
or practical exercises in the field. Classroom lec- likely to be involved in a real event and should
tures are ideal for bringing personnel up to date participate in the pre-event practice.
on issues that can be expected to surface during
an event. Demonstration management train-
ing—for personnel at all levels—should include INCIDENT MANAGEMENT SYSTEMS
the following: All levels of the organization should have a work-
n A review and reinforcement of applicable ing knowledge of Incident Command Systems
federal laws, state statutes and department (ICS) or Incident Management Systems (IMS)
policies; that will be used during the demonstration. The
terms are utilized somewhat interchangeably;
n A review of civil liberties issues inherent in however, IMS is the emerging national model and
mass demonstration events;
is tied to federal funding for events. IMS are uti-
n A uniform understanding of rules of en- lized to plan, track and manage resources at a crit-
gagement, use-of-force policies and mass ical event. The techniques are easily taught and
arrest procedures; applicable to everyday police responses. IMS
training instructions are available on the Internet
n Clear instruction on the need for self-control,
through the Department of Homeland Security,
teamwork and adherence to commands;
Federal Emergency Management Agency.1 IMS
n Stated expectations for highly disciplined classroom training should be supplemented by
behavior, self-control and restraint; tabletop exercises to ensure understanding and
22 — Chapter 3. Training
proficiency and to build officer and commander n Evaluating the situation and available intel-
confidence. ligence to choose appropriate options;
n Making decisions based upon the current
situation, intelligence, the overall strategy,
TRAINING AS A TEAM
department policies and legal constraints;
Unlike typical training programs in which offi-
cers are randomly scheduled so as not to deplete n Implementing the decisions through a for-
unit strength, demonstration management train- mal plan;
ing should be conducted in a group setting, n Maintaining an audit trail of those deci-
preferably with officers assembled in the sions for the after-action report; and
squads/teams in which they would likely be de-
n Understanding the legitimate objectives of
ployed. This “team-practice” approach facilitates
proficiency in tactical skills, establishes individ- the media.
ual and team expectations, helps promote use-of-
force awareness and promotes teamwork over Law enforcement agencies should build
potentially counter-productive individual ac- demonstration management training into their
tions. This is especially important, as most police regular training schedule. Then, when the de-
officers are accustomed to working alone or in partment learns of an upcoming event, the focus
pairs, not in squads and larger platoons. can turn to refresher and “dry-run” training
Team leaders/supervisors and commanders rather than to starting from scratch.
must be knowledgeable about the skills and re-
sources that are available to them, and about the
TRAINING WITH PARTNER AGENCIES
limitations of both. They should train and drill in
formation with their squads to ensure familiarity Consideration also should be given to conduct-
with overall team tactics, such as commands and ing joint exercises with neighboring and overlap-
hand signals, tactical rescue and arrest techniques. ping police jurisdictions to familiarize each other
Field scenarios should be developed to demon- with common protocols and ensure consistent
strate readiness and proficiency. Teams should be methodologies. Preparations for recent mass
exposed to situations that require them to practice demonstrations show this training is invaluable
squad formations, mobile response techniques, in preparing officers for the event. It provides an
mass movement exercises, protestor extraction early opportunity for familiarity with a “single
rulebook” as to use-of-force and making arrests.
methods and other field exercises.2 Training spe-
Moreover, well in advance of civil unrest, it allows
cific to team leaders and commanders should in-
various processes to be worked out, including the
clude all of the following points, with added dis-
details of command and control authority, the
cussion and training emphasizing the supervisory
passing of command and control in multiple ju-
role and its responsibilities.
risdiction environments, and the authority and
n Taking control of the situation; processing of arrests in other jurisdictions.
2. The Office of Domestic Preparedness Basic Course Manual for Managing Civil Actions in Threat
Incidents offers a full lesson plan.
Chapter 3. Training — 23
CONSISTENT TERMINOLOGY Miami
There is considerable disparity in terminology The Miami Police Department reported that its
across the many operational plans developed by training initiatives for the 2003 Free Trade Area
police agencies, thus increasing the potential for of America (FTAA) meetings commenced nearly
misunderstanding when a multi-agency response a year before the event. In addition to a 40-hour
is required. In such circumstances, the host Managing Civil Actions in Threat Incidents
agency must ensure that all supporting agencies course3 that the Miami police department pro-
know and understand in advance the terminolo- vided to its commanders, tabletop exercises were
gy to be used. For example, there are several in- held regularly to test various plans. These exercis-
terpretations of the use-of-force continuum in es pointed out areas of concern and, in some in-
agency policies nationwide. Each interpretation stances, led to plan modifications. Furthermore,
holds significant implications for the application two weeks before the event, the department
of force. If a support agency and host agency do brought together 167 representatives from all of
not have a common understanding, communica- the agencies that would be participating in the
tion breakdowns are possible, with potentially management of the actual event for a compre-
catastrophic results. hensive tabletop exercise. Led by trainers from
Standardizing oral commands and termi- the Office of Domestic Preparedness (ODP) and
nology throughout pre-event training ensures di- the Miami police designated FTAA training com-
rectives will be understood by all responding mander, this exercise tested the multi-agency ca-
agencies. In addition, it is recommended that oral pability to address threat incidents. Once again,
commands be given in two parts: a preparatory plan modifications resulted. Miami’s training
command, which directs what is to be carried out regimen did not focus only on plan testing at the
and mentally prepares line officers for execution command level. Legal training and instruction
of the order, and a command of execution, which on “Rules of Engagement” were formally present-
is given when it is time to carry out the directive. ed to all Miami officers and participating agen-
Hand signals can be used in conjunction with cies to provide a uniform understanding of legal
verbal commands to overcome crowd or other and illegal protestor conduct and to ensure con-
noise issues. sistency among officers in abiding by strict, self-
imposed use-of-force guidelines. Training was
delivered to the department’s lieutenants, ser-
PRACTITIONER PERSPECTIVES ON geants and officers as well as to those from sur-
MASS DEMONSTRATION TRAINING rounding agencies that would collectively form
In order to provide additional perspectives for patrol response platoons during the demonstra-
police leaders, PERF examined mass demonstra- tion. A preliminary ten-hour lesson plan, with
tion training experiences from several cities: primary emphasis on team tactics, was followed
by ten more hours of drill and practice with their
24 — Chapter 3. Training
commanders to further bolster team and man- of both the planning and the training processes.
agement confidence. The lesson plan was derived After-action lessons learned by the department
from the ODP 40-hour course previously men- included the following:
n
tioned, and included the following:
Resist donning riot gear unless officer safety
n Discipline; is in jeopardy. Media images of officers in full
n
gear can appear intimidating. All agencies
Group action;
participating in a demonstration event
n Demonstrator tactics; should be required to agree to this condition.
n Protection of First Amendment rights; n Multiple agencies can operate as one team,
n Rapid deployment; one entity, especially in the application of
force.
n Line formations;
n Verbal and hand commands; In 1980, Miami was the site of civil unrest
that resulted in eighteen deaths, several hundred
n Squad movements; injuries and millions of dollars in destroyed
n Equipment familiarity; property. From that experience, the police de-
partment developed what is now known as the
n Arrest techniques; and
“Mobile Field Force Concept,” which provides a
n Use of baton. rapid and organized response to crowd control
and civil disturbances in urban settings. The con-
Specialized training, drilling and practice cept emphasizes team movement rather than in-
were mandated for groups of officers with special dividual actions. Actions taken by a field force are
responsibilities and their commanders to further under the direct command, control and respon-
build endurance and stress the importance of sibility of the field force leader. A field force can
team tactics. Bicycle, extraction, SWAT, aviation be deployed to restore order, move crowds, rescue
and marine teams were all provided with training victims and isolate problem areas. Recognizing
unique to the functions they would undertake that this runs counter to the typical police cul-
during the event. A required training program on ture, where officer individuality and discretion
“safe positioning,” and what they might expect to are the accepted norm, thorough training and
encounter, was prepared for representatives of practice are essential to the success of a field force
the media who would be embedded with police deployment. The mobile field force has been suc-
units. Once all of the command, specialized and cessfully adopted by many agencies worldwide.
generic training had been delivered, the depart-
ment orchestrated a massive, nighttime practical
training exercise in three venues around the city. Seattle
Several scenarios were posed to various response The Seattle Police Department, in its early prepa-
teams. Each commander and team was required ration for the 1999 World Trade Organization
to rely on the previously delivered training and (WTO) Ministerial Conference, established sev-
practice to meet their challenges under realistic eral subcommittees with specific responsibility
conditions. This was the ultimate pre-event test for event activities. Each subcommittee was
Chapter 3. Training — 25
charged with the responsibility for identifying n Demonstration management training was
training needs. The Demonstration Management vital to officers “holding the line, exercising
subcommittee assumed responsibility for train- great restraint, and using only the mini-
ing needs related to crowd control the police mum force necessary to accomplish objec-
use-of-force. The training agenda ultimately tives.” It was recommended this training be
adopted included the following: instituted as an annual refresher for all Op-
n
erations Bureau officers;
Crowd management techniques—initial
training, weekly squad-level practice and n Chemical agent response team training
periodic platoon-level and multi-platoon proved to be effective in controlled delivery
formation practice; of irritants, thereby lessening injuries. It
n Basic commands, formations and tactics. was recommended this training be expand-
Scheduled twice a week for one month. ed to operational personnel;
Officers and supervisors participated; n With too few exceptions, outside agencies
n Chemical agent protective mask and person- were not included in demonstration man-
al protective gear training for 900 officers; agement training. It was recommended that
joint annual training be conducted to pro-
n Crisis-incident decision making for super- vide a standardized regional approach to
visors and commanders; demonstration management; and
n Weapons of mass destruction training and in- n Demonstration management training was
cident command training for SWAT officers; commendable and of high caliber, but also
n Dignitary protection, escort training, and disjointed, hurried and short. It was recom-
area orientation training for motorcycle mended that departmental and regional
officers from Seattle and neighboring training goals be enhanced—by means of a
jurisdictions; and training subcommittee led by a high-ranking
official—and that training of sufficient
n Two intensive tabletop exercises for Inter- length and depth, with periodic refreshers,
jurisdictional Public Safety Committee rep- include a progressive approach to building
resentatives, held by the Secret Service and skill and competency over time.
the FBI.
Some two years after the WTO conference,
In total, the Seattle Police Department de- the Seattle Police Department was again challenged
livered almost 20,000 personnel-hours of mass with a mass demonstration event. This time it was
demonstration-related training, using in-house
a Mardi Gras celebration that escalated beyond ex-
and guest instructors. Despite this significant
pectations. Previous years’ celebrations had result-
training effort, training lessons and issues were
ed in little more than a few disorderly conduct
prominent in the after-action training recom-
arrests and some small-scale property damage. But,
mendations. They included the following:
in 2001 crowds became unruly, turning to violent
n Coordinated, multi-agency traffic manage- behavior and destruction of property. In the end,
ment training proved valuable and should there was one death as well as many injuries. This
be continued; occurrence provided an opportunity for learning
26 — Chapter 3. Training
that can benefit other law enforcement agencies. aspects of the event. The Secret Service was re-
The police department’s after-action report offers sponsible for the interior of the Fleet Center
the following three training recommendations: where the DNC convention was actually held.
n
The U.S. Capitol Police assisted with dignitary
Exercise standing contingency plans and
protection. The Massachusetts Bay Transit Au-
orders—including a worst-case scenario—
thority Police provided security at key locations
for all unusual occurrences;
and throughout the transit system. Others pro-
n Continue squad-based crowd control train- tected innumerable venues around the city. The
ing and expand to include large unit forma- Massachusetts State Police agreed to provide two
tions and special tactics for crowd entry and public order platoons and one mobile field force.
victim evaluation; and The final two public order platoons came in the
n Establish a specialized Anti-Violence Team form of two regional response teams already or-
to perform high-risk insertion and extrac- ganized in the Boston area: the Metro Law En-
tion operations and to serve as an expert forcement Council (Metro-LEC), and the North-
training resource in these tactics. eastern Metropolitan Law Enforcement Council
(NEMLEC). Years earlier, police chiefs who rec-
ognized that their departments individually
Boston could not effectively deploy response teams for
The Boston Police Department began planning any significant event formed these consortia,
and training some eighteen months before the comprised of representatives from Boston-area
Democratic National Convention. The depart- police departments and including 40 member
ment readily recognized that the DNC was of departments. The regional response teams pro-
such a large scale that, even with a year and a half vided stand-by SWAT and mobile response
of advanced planning and training, it could not teams, as well as canine and crisis negotiation
handle the event alone while continuing to police team services. Each consortium provided two
the city. Based on the anticipated size of the event, public order platoons (a combined 240 officers)
it was determined that between six and eight pub- to the overall effort. With this contribution, the
lic order platoons of 100–150 officers should be at desired eight public order platoons had been
the ready. Recognizing that calls for service and reached.
everyday police activity would continue to con- A year before the convention, Boston Police
sume the bulk of the patrol force, the department met with the leaders of NEMLEC and Metro-
sought creative ways to assemble the necessary LEC, inviting them to play a vital role in the de-
platoons. Internally, two smaller public order pla- partment’s contingency plan. The Boston Police
toons were assembled from non-patrol units. The Department included the State Police, NEMLEC,
bulk of the department’s convention-dedicated and Metro-LEC in their operational plans, but
field strength consisted of those public order pla- they did not hold regular joint training. Each
toons along with two motorcycle platoons, the group was large enough to serve as a self-suffi-
SWAT team, a bicycle unit, and a mobile field cient, independent public order platoon. Boston
force comprised largely of academy recruits. officials found them to be already well-trained
Outside assistance would be called upon to and well-disciplined teams. Each had significant
address the remaining need. A number of law experience responding to events in the region,
enforcement agencies were responsible for key and NEMLEC had been called to Washington,
Chapter 3. Training — 27
D.C., on three occasions to assist with mass In the end, this event went well, with only a
demonstrations and presidential inaugural few arrests and no significant problems. Public
events. Boston police commanders and some order platoon deployment was rare, and much of
support staff were assigned liaison roles to ensure the training did not come into play. However,
maximum coordination between the department there is no doubt that this scenario is preferable to
and the consortia. During the actual event, NEM- being under-trained when the worst-case scenario
LEC and Metro-LEC liaisons would be posi- actually develops. The following recommenda-
tioned in the Boston Tactical Operation Center to tions surfaced after the DNC:
n
further ensure coordination. Boston officials at-
Look at available resources realistically. Do
tended all demonstration-related training that
not underestimate the number of officers
took place. The training requirement for consor-
needed for non-demonstration activities
tium membership already called for an eight-
(e.g., to continue the operation of routine
hour commitment each month. Since their mis-
police services);
sion was to be available for major incident
response, their ongoing training agenda was in n Establish a clear understanding about the
line with their potential DNC responsibilities. number of officers actually on restricted
Once the groups were alerted to their upcoming duty; and
n
role in the DNC, their training curriculum was
Throughout the deployment plan, look for
enhanced to include topics like Boston’s Rules of
gaps that will consume officers.
Engagement as well as working with mounted
police and fire department tactical units. Three
months before the event, training was increased CONCLUSION
to 16 hours per month.
The effectiveness of any plan depends on the abil-
Training for Boston’s own officers took two
ity of field commanders and officers to execute it
paths. Training for the two Boston police public
properly. That ability demands that officers know
order platoons started a year before the event
what to do under a variety of circumstances. In
with a five-day block of instruction on mission,
addition to that knowledge, they also need to be
strategy and expectations. Over the following
proficient in their respective roles. Officers need
months, training increased from one day a
to hone their individual skills, but equally impor-
month to two days a month, with increased em-
tant is their performance as members of a
phasis on formation deployment, crowd control,
team—officers and supervisors together. Offi-
team tactics and “blackboard sessions.” Every
cers, supervisors and commanders all need to
other month, platoon-level practical exercises
know what to expect from each other and to be
were staged to bring realism to the training. At the
confident in their performance as a cohesive unit.
same time, the department recognized the poten-
The same requirements apply to multi-agency
tial for patrol officers—who had not been previ-
plans. The key to these performance expectations
ously trained or considered for platoon deploy-
is training and practice.
ment—to be called upon in the event of a
“worst-case scenario.” Therefore, some 800 patrol
officers were exposed to introductory mass
demonstration training.
28 — Chapter 3. Training
Chapter 3. Training — 29
PHOTO BY MUGUR GEANA
30
4
Intelligence and
Information Management
O VERVIEW
Information processing is another component of
effective planning. Mass demonstration manage-
Among the easiest pieces of information to
collect are routine data; declassified information;
and accounts from dispatch, operational com-
ment demands careful attention to managing in- manders, various governmental departments,
formation before, during and after the event. other law enforcement agencies and the public.
Gathering and thoroughly analyzing information Despite the ease of gathering such information, it
or intelligence about the activities of demonstra- can be critical to directing the event and to com-
tors can dramatically strengthen a police depart- municating with the media. The term “intelli-
ment’s demonstration management plan. Howev- gence” conjures up visions of undercover opera-
er, for a variety of reasons, accomplishing this is tives and covert information gathering.
not always easy. Reasons include limited experi- Sometimes this is accurate, but intelligence also
ence gathering intelligence, secretive preparations means countless hours poring over websites, un-
by demonstrators, or a lack of incorporation of derground newspapers and any other potential
gathered information into the planning process. sources of information. This chapter addresses
Nonetheless, most agencies are already adept at the need for and process of gathering and assess-
gathering useful intelligence and information. ing intelligence and information before, during
3. Source information should not identify confidential sources, but rather officers who have obtained such
confidential information.
These details will become critical in prepar- These documentation methods also are
ing after-action reports, developing lessons suitable for documenting the following:
learned and defending the agency against any al-
n Public disruption
legations of police misconduct.
Police in the United Kingdom recommend a n Property damage
n
practice they have found to be useful and effec-
Injuries (public and police)
tive: each field team designates an officer to doc-
ument, as circumstances permit, a chronological n Collective and individual behavior
n
log of events, orders and decisions affecting the
Individual arrests
team. The documentation can be either written or
recorded via a handheld audio recording device. n Physical evidence
4. Risk management in this sense refers to the systems and personnel required to respond to issues
where use-of-force has occurred. The systems include the accountability measures that were addressed
in the plan, investigative functions, health and safety functions and legal support.
40
5
Roles and Responsibilities
O VERVIEW
In mass demonstrations, as in other law enforce-
ment activities, it is important to clearly delineate
was a major impediment to maintaining and
restoring order. In Boston, the management of
mass demonstrations after the Red Sox American
the roles and responsibilities of officials, includ- League Championship Series victory over the
ing the incident commander, operational com- New York Yankees was significantly impeded be-
mander, tactical commander and others. When cause of uncertainty over roles and responsibili-
roles and responsibilities are not clear, an agency ties and the absence of a central command center.
dramatically reduces its chances of effectively Indeed, it was concluded that this played a role in
managing the demonstration. Orders may be in- the death of a young celebrant who was killed by
consistent, contrary or not followed. The recent a projectile fired from a police less-lethal weapon
experiences of agencies that have managed mass (Stern et al. 2005).
demonstrations highlight how imperative it is This chapter focuses on the importance of
that everyone knows the “what,” “when” and determining and adhering to roles and responsi-
“where” of the expectations placed on them. bilities during a mass demonstration. A signifi-
The Seattle Police Department, in its Mardi cant part of the chapter addresses command and
Gras after-action report, noted that a breakdown control, while other portions address the roles
of a centralized command and control function and responsibilities of specialized units.
Mounted Teams
CART Teams Both the Boston Police Department and the Miami
The Seattle Police Department deployed four Police Department deployed mounted units for
Chemical Agent Response Teams (CART) to sup- crowd control. The elevated position of the mount-
port demonstration management platoons at the ed officers provides a better vantage point from
WTO. CART teams were deployed—under the which to observe crowd size, movement and
52
6
Crowd Control and Use-of-Force
O VERVIEW
Crowds can vary dramatically in size, composi-
tion, intentions and behaviors. Crowds can be
nature of these three issues, including the needs
to develop clear policies and procedures, as
well as to specify the equipment and tools that
small, large or larger than expected. They can be will enhance the agency’s ability to control
composed of one group with one goal or multi- crowds, makes mass arrests and use force, if
ple groups whose goals can be similar or in oppo- necessary.
sition. Crowds can be completely peaceful or law-
abiding, or they can contain disruptive and
CROWD CONTROL
destructive elements. The possible combinations
The following key principles should be consid-
are almost limitless, thus creating an enormous
ered during the planning, briefing and deploy-
number of contingencies law enforcement agen-
ment stages of any policing operation involving
cies must identify and handle effectively. Whatev-
the management of crowds:
er the contingencies, agencies must carefully con-
sider three issues: crowd control, mass arrests and n Intelligence. Prior to any event, the police
use-of-force. This chapter discusses the critical should identify groups who might be
1. Additional equipment currently used to support law enforcement initiatives are listed in: “Department of
Defense on Non-lethal Weapons and Equipment Review: A Research Guide for Civil Law Enforcement and
Corrections.” Available at: http://www.ncjrs.gov/pdffiles1/nij/grants/200516.pdf#search=’Department%
20of%20Defense%20on%20Nonlethal%20Equipment%20and%20Weapons%20Review%3A%20A%20
Research%20Guide%20for%20Civil%20Law%20enforcement%20and%20Corrections%E2%80%99’.
62
7
Media Relations
O VERVIEW
Recent experiences clearly demonstrate the
media’s increasing attention to mass demonstra-
partnering with the media, the potential increas-
es for all parties to win, public confidence to be
maintained and the reputation of the law en-
tions. Contributing to this heightened news cov- forcement agencies to be enhanced. In short, it is
erage is the fact that well-organized demonstra- about getting the right message out at the right
tors often tip media sources as to the locations time, in the right place and by the right person.
and timeframes of their activities in order to Police can work with media outlets to dissemi-
maximize publicity. Media saturation means that nate planning information, and the media can be
law enforcement operations are increasingly in assured they will receive timely and factual infor-
the spotlight and that police chiefs are subject to mation as the demonstration progresses. It is im-
criticism for their actions, or lack thereof. As a portant that the police take a proactive stance;
result, event management must include a media without a clear media strategy, police operations
strategy. will likely be forced onto a reactive footing.
An integrated media strategy seeks to man- Under such a scenario, the police would forfeit
age and harness the media attention in order to their ability to manage the release of information
help achieve the overall policing objectives. By and the opportunity to provide accurate details.
72
8
Conclusion
Chapter 8. Conclusion — 73
preventing injuries to officers; and, all the while, Information management also is a compo-
projecting professionalism and proficiency. nent of effectively controlling a demonstration.
This report has drawn on the experiences of Mass demonstration management calls for care-
several agencies that have had experiences—good ful attention to managing information before,
and bad—managing mass demonstrations. The during and after an event. Both gathering and
prominent message that emerged from the re- thoroughly analyzing information and intelli-
search, discussions and interviews conducted for gence about demonstrators’ activities dramatical-
this project is the importance of early and com- ly strengthen a police department’s plan. A for-
prehensive planning for mass demonstration mal information/data collection methodology
events. Planning a police response is not limited should be put into place to record critical infor-
to organized demonstrations, but is possible for mation during the event. Documentation of key
many spontaneous ones, such as those associated events, decisions and actions (including their ra-
with sporting events. The planning does not stop tionale) allows the agency to create an historical
with the “plan.” It is a live process designed to record of all that took place. A process to record
avoid a potential crisis, while allowing com- key events, decisions and actions should be devel-
manders the flexibility to meet unforeseen cir- oped and implemented in the early stages of
cumstances. The true measure of the planning event planning, and followed throughout each
will be seen in the post-event period, during event management phase. It is especially impor-
which critical reviews from both internal and ex- tant to stress the necessity of strictly following the
ternal sources may occur, either as investigations, department’s use-of-force reporting criteria dur-
media reports or law suits (or any combination ing mass demonstration events.
thereof). It is, therefore, necessary to invest time The recent experiences of agencies that have
and effort early in the planning process. It also is managed mass demonstrations highlight the ne-
vital to build relationships and to maximize cessity of making certain that everyone knows
training and preparation to ensure the police re- the “what,” “when” and “where” of expectations
sponse will be effective on the day of the event. assigned to them. Roles and responsibilities must
Agencies also should pay particular attention be clear, or an agency will dramatically reduce its
to several measures that can significantly impact chances of effectively managing the demonstra-
the successful management of demonstrations. tion. Practitioners agree that a well-defined, min-
Training for managing a mass demonstration is imal chain of command—consisting of strategic,
essential to success. Commanders, supervisors and operational and tactical levels—is effective when
officers alike must be proficient at carrying out managing mass demonstrations. Agencies also
their respective roles. Training should begin in the must consider the responsibilities of units that
classroom and expand to tabletop and simula- will support the larger effort to manage the
tions. Mass demonstration management training demonstration, including criminal investigation
should be conducted in a group setting, preferably units and specialized units, such as SWAT,
with officers assembled in their assigned squads or mounted units and bicycle patrols.
teams. This “team practice” approach facilitates Because crowds at mass demonstrations
proficiency in tactical skills, establishes individual can vary dramatically in their size, composition,
and team expectations, helps promote use-of- intentions and behaviors, crowd-control policies
force awareness and promotes teamwork over po- and tactics are essential. Closely related to crowd
tentially counterproductive individual actions. control are the use-of-force and mass arrests. All
74 — Chapter 8. Conclusion
three issues are critical to keeping a demonstra- event, working with the media covering the
tion under control. If mishandled, they can en- event, designating agency spokespersons, estab-
danger officers, innocent bystanders and demon- lishing joint information centers and holding
strators. Third parties are especially sensitive to press conferences.
how law enforcement agencies handle these is- Mass demonstrations create significant
sues. If an agency mismanages them, it can dam- challenges for law enforcement leaders and offi-
age the agency’s reputation and even result in cers. They can lead to injuries, loss of life and ru-
litigation. Agencies must maintain clearly articu- ined careers. This report has identified many of
lated policies, and ensure that every officer is the critical issues that departments should con-
familiar with them prior to a demonstration. sider when planning for and actually managing
Recent experiences clearly demonstrate that mass demonstrations. The experiences detailed
media attention has increased and will continue herein are significant because they involve agen-
to do so. Media saturation means that law en- cies that have managed some of the nation’s most
forcement operations are increasingly in the recent high-profile demonstrations. Still, there are
spotlight and that police chiefs are all the more other examples, lessons learned and manuals to
subject to criticism for their actions, or lack guide agencies as they prepare for mass demon-
thereof. To maintain and increase public confi- strations. By investing time and effort early in the
dence, as well as to manage the reputation of the planning process, building relationships and
law enforcement agencies involved, agencies maximizing both training and preparation, law
must develop an integrated media strategy that enforcement agencies can position themselves to
will help achieve overall policing objectives. Im- manage mass demonstrations successfully.
portant aspects to consider include developing
media messages before, during and after the
Chapter 8. Conclusion — 75
76
Appendix A.
Links to Documents on the World Wide Web*
Association of Chief Police Officers. “Manual of Police Assessment Resource Center. Commission
Guidance on Keeping the Peace.” Available at: Investigating The Death of Victoria Snelgrove.
http://www.acpo.police.uk/asp/policies/Data/ Available at: http://www.parc.info/.
keeping_the_peace.pdf.
The New York Times. “Judge Keeps City on Notice
CNN.com article. “24-hour Seattle Curfew Near Over Convention Protest Arrests.” Available at:
WTO site.” Available at: http://www.cnn.com/ http://www.nytimes.com/2004/09/10/nyregion/
1999/US/12/02/wto.03/. 10detain.html?ex=1252468800&en=288572afb358
a3ba&ei=5090&partner=rssuserland.
CNN.com article. “Police, Protesters Clash Near
Miami Trade Talks.” Available at: http://www. U.S. Department of Homeland Security Center for
cnn.com/2003/US/South/11/20/miami.protests/. Domestic Preparedness. Available at: http://
www.ojp.usdoj.gov/odp/docs/CDP072005.pdf.
Council of the District of Columbia Draft Report.
“Report on Investigation of the Metropolitan Police U.S. Department of Homeland Security, Federal
Department’s Policy and Practice in Handling Emergency Management Agency. “National Inci-
Demonstrations in the District of Columbia.” Avail- dent Management System Training.” Available at:
able at: http://www.dcwatch.com/police/040311.htm. http://www.fema.gov/nims/nims_training.shtm.
National Security Research, Inc. “Department of U.S. Department of Homeland Security. “National
Defense on Non-lethal Weapons and Equipment Special Security Events Fact Sheet.” Available at:
Review: A Research Guide for Civil Law Enforce- http://www.dhs.gov/dhspublic/interapp/press_
ment and Corrections.” Available at: http://www. release/press_release_0207.xml.
ncjrs.gov/pdffiles1/nij/grants/200516.pdf#search=’
U.S. Department of Justice. “The Attorney Gener-
D e p a r t m en t % 2 0 of % 2 0 D e fe n s e % 2 0 on % 2 0
al’s Guidelines on General Crimes, Racketeering
Nonlethal%20Equipment%20and%20Weapons%
Enterprises and Terrorism Enterprise Investiga-
20Review%3A%20A%20Research%20Guide%20
tions.” Available at: http://www.usdoj.gov/olp/
for%20Civil%20Law%20enforcement%20and%20
generalcrimes2.pdf.
Corrections%E2%80%99’.
U.S. Secret Service. “National Special Security
New York Civil Liberties Union. “NYCLU Supports
Events.” Available at: http://www.secretservice.gov/
Council Hearing On Police Practices During The
nsse.shtml.
RNC.” Available at: http://www.nyclu.org/rnc_
police_hearing_pr_091404.html.
LE
Event Name ___________________________________ Special Event #________
Event Date ____________________________________
COMMAND
MP
q Event Commander _______________________________ notified by _____________________
A
q Field Commander _______________________________ notified by _____________________
S
q SPOC Activated ________ Commander ______________ notified by _____________________
q Lead Planner ___________________________________________________________________
q Planning meetings scheduled __________ weekly – bi-weekly – monthly________
Dates: _______ ____________ ______________ _________________
q Ops Plan written by _____________________________________________________________
q Required attendance by ___________________________________________________________
q Fire __________________________________________________________________________
q Sea Tran _______________________________________________________________________
q Public Health ___________________________________________________________________
q Event Promoter _________________________________________________________________
q S.P.U. _________________________________________________________________________
q City Light _____________________________________________________________________
q School Security _________________________________________________________________
E
o First Watch __________________________________
L
o Second Watch ________________________________
o Third Watch _________________________________
P
o Precinct _____________________________________
o Bikes ______ N ______ S _____ E ______ W _______
M
o Footbeat ____________________________________
q Demobilization Plan _____________________________________________________________
OPERATIONS
SA
Precinct Resources Utilized
o CPT_______ N ______ S _____ E ______ W ______
o ACT - Days N _____ W _____
Nights N _____ S ______ E _____ W _______
LOGISTICS
q Commander _________________ notified by __________ Tasks _______________________
q Support Staff ___________________________________________________________________
E
q Vehicle Rentals _________________________________________________________________
L
q Feeding Plan ___________________________________________________________________
P
o SPD ________________________________________
o Mutual Aid ___________________________________
q Determine / Assign Radio Frequencies / Call Signs _____________________________________
M
______________________________________________________________________________
SA
Anticipated Needs for Event
q Vehicles _______________________________________________________________________
q Mobile Precincts _________ CV _________ N ___-_____ S ________ E ________ SW _______
q Demo Van _____________________________________________________________________
q 40’ buses ______________________________________________________________________
q Dart Vans ______________________________________________________________________
q Chemical Agents ________________________________________________________________
q Barrier tape ____________________________________________________________________
q Fencing _______________________________________________________________________
q Parking _________________________________ Staging Area __________________________
E
notified by ____________________________________________
q Snohomish County ALERT notified by ____________________________________________
L
q Valley Crowd Control notified by ____________________________________________
q Valley SWAT
P
notified by ____________________________________________
q Bellevue Police notified by ____________________________________________
q Bellevue SWAT
M
notified by ____________________________________________
q Kirkland Police
A
notified by ____________________________________________
o CDU notified by_____________________________________
S
q Redmond Police notified by ____________________________________________
o CDU notified by_____________________________________
q Everett Police notified by ____________________________________________
o CDU notified by_____________________________________
NOTES: __________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
MEMORANDUM OF UNDERSTANDING
LE
This Memorandum of Understanding (MOU) is executed by the United States Attorney for the
District of Columbia, the Metropolitan Police Department of Washington, D.C. (MPD) and the (Outside
P
Agency Name).
I. PURPOSE
M
The purpose of the MOU is to outline the mission of the Presidential Inauguration Task Force
A
(PITF) in the Washington, D.C. area from January 19, 2005 to January 21, 2005. Additionally, this MOU will
define relationships between the U.S. Marshal Service, MPD and the (Agency Name), as well as other par-
S
ticipating agencies with regard to policy, guidance, utilization of resources, planning, training, public rela-
tions and media in order to maximize interagency cooperation, during this period.
II. MISSION
The mission of the PITF is to achieve maximum coordination and cooperation in bringing to bear
combined resources to effectively implement measures to ensure the safety of the President of the United
States, inaugural participants, the public, visitors and residents while allowing individuals and groups to ex-
ercise their rights.
Additionally, all units that are participating agencies will coordinate their activities and be consid-
ered a member of the PITF, sharing information and coordinating investigative and law enforcement efforts
which result from apprehensions originating from the PITF.
E
activities. All law enforcement action will be coordinated and conducted in a cooperative manner under the
L
direction of the Executive Council and the MPD.
P
IV. PROCEDURES
A. Personnel
M
Continued assignment of personnel to the PITF will be based upon performance and will be at the
A
discretion of the respective agency. Each participating agency will be provided with reports as necessary re-
garding the program, direction, and accomplishment of the PITF.
S
B. Deputation
All local and state law enforcement personnel designated to the PITF will be subject to background
inquiry and will be federally deputized, with the United States Marshals Service securing the required depu-
tation authorization. These deputations will remain in effect throughout the tenure of each officer’s assign-
ment to the PITF or until termination of the PITF, whichever occurs first. Each individual deputized as a Spe-
cial U.S. Marshal will have all necessary law enforcement authority as provided by 28 U.S.C. 566(c) and (d);
28 U.S.C. 564, 18 U.S.C. 3053, 28 C.F.R. 0.112, and the deputation authority of the Deputy Attorney Gener-
al. The Special Deputy U.S. Marshals will be responsible for 1) performing necessary law enforcement steps
to keep the peace of the United States; 2) enforcing federal law (e.g., 18 U.S.C. 112, 1116, and 878, as well as
other provisions of that title); 3) protecting visiting foreign officials, official guests, and internationally pro-
tected persons; 4) taking necessary law enforcement steps to prevent violations of federal law, and; 5) enforc-
ing District of Columbia law as a result of the deputation (see D.C. Code and 28 U.S.C. 564).
Individuals deputized as Special Deputy U.S. Marshals pursuant to this MOU who suffer a disabil-
ity or die as a result of personal injury sustained while in the performance of his or her duty during the
assignment shall be treated as a federal employee as defined by Title 5 U.S.C. Section 8101. Any such indi-
viduals who apply to the U.S. Department of Labor for federal workers’ compensation under Section 3374
must submit a copy of this MOU with his or her application. All applicants will be processed by the U.S.
Department of Labor on a case by case basis in accordance with applicable law and regulation.
E
V. ADMINISTRATIVE
L
A. Records and Reports
P
All records and reports generated by PITF members shall be routed through the Tactical Team
Commander who shall be responsible for maintaining custody and proper dissemination of said records as
he or she deems appropriate.
M
B. Staff Briefings
A
Periodic briefings on the PITF law enforcement actions will be provided to the Directors of the par-
ticipating agencies or their designees. Statistics regarding accomplishments will also be provided to the par-
S
ticipating agencies as available.
VI. MEDIA
All media releases pertaining to the PITF law enforcement activity and/or arrests will be coordinat-
ed by all participants of this MOU. No unilateral press releases will be made by any participating agency
without the prior approval of the Executive Council. No information pertaining to the PITF itself will be
released to the media without mutual approval of all participants.
VII. EQUIPMENT
A. PITF Vehicles
Each participating agency, pending availability and individual agency policy, agrees and authorizes
PITF members to use vehicles, when available, owned or leased by those participating agencies, in connec-
tion with PITF law enforcement operations. In turn, each participating agency agrees to be responsible for
any negligent act or omission on the part of its agency or its employees, and for any liability resulting from
the misuse of said vehicles, as well as any damage incurred to those vehicles as a result of any such negligent
act or omission on the part of the participating agency or its employees, subject to the provisions of Sec-
tion IX (Liability).
Participating agency vehicles assigned to the PITF are subject to funding availability, are provided
at the discretion of the supervisor of the providing agency and will be utilized only by the PITF members.
Vehicles provided by participating agencies will be used only during working hours and will not be used for
VIII. FUNDING
The (Agency Name) agrees to provide the full-time services of its respective personnel for the du-
ration of this operation, and to assume all personnel costs for their PITF representatives, including salaries,
overtime payments, and fringe benefits consistent with their respective agency policies and procedures. Re-
E
imbursement for the cost of such personnel will be made by the District of Columbia, with funds provid-
L
ed by the United States and from general revenue.
P
IX. LIABILITY
Unless specifically addressed by the terms of this MOU, the parties agree to be responsible for the
M
negligent or wrongful acts or omissions of their respective employees. Legal representation by the United
States is determined by the Department of Justice on a case-by-case basis. There is no guarantee that the
A
United States will provide legal representation to any federal, state or local law enforcement officer. Congress
has provided that the exclusive remedy for the negligent or wrongful act or omission of any employee of the
S
United States government, acting within the scope of employment, shall be an action against the United
States under the Federal Tort Claims Act (FTCA), 28 U.S.C. 2679(b)(2).
For the limited purpose of defending claims arising out of PITF activity, state or local law enforce-
ment officers who have been specially deputized as U.S. Marshals and who are acting within the course and
scope of their official duties and assignments pursuant to this MOU, may be considered an “employee” of
the United States government as defined in 28 U.S.C. 2671. It is the position of the Department of Justice
Civil Division Torts Branch that such individuals are federal employees for these purposes.
Under the Federal Employees Liability Reform and Tort Compensation Act of 1988 (commonly
known as the Westfall Act), 28 U.S.C. 2679(b)(1), the Attorney General or his designee may certify that an
individual defendant acted within the scope of employment at the time of the incident giving rise to the
suit. ID., 28 U.S.C. 2679(d)(2). The United States can then be substituted for the employee as the sole de-
fendant with respect to any tort claims. 28 U.S.C. 2679(d)(2). If the United States is substituted as defen-
dant, the individual employee is thereby protected from suits in his official capacity.
If the Attorney General declines to certify that an employee was acting within the scope of employ-
ment, “the employee may at any time before trial petition the court to find and certify that the employee
was acting within the scope of his office or employment.” 28 U.S.C. 2679(d)(3).
Liability for any negligent or willful acts of PITF employees, undertaken outside the terms of this
MOU, will be the sole responsibility of the respective employee and agency involved.
Liability for violations of federal constitutional law rests with the individual federal agent or offi-
cer pursuant to Bivens v. Six Unknown Agents of the Federal Bureau of Narcotics, 403 U.S. 388 (1971), or pur-
suant to 42 U.S.C. 1983 for state and local officers or cross-deputized federal officers.
E
If a PITF officer is found to be liable for a constitutional tort, he/she may request indemnification
L
from the Department of Justice to satisfy an adverse judgment rendered against the employee in his/her in-
P
dividual capacity. 28 C.F.R. 50.15(c)(4). The criteria for payment are substantially similar to those used to
determine whether a federal employee is entitled to Department of Justice representation under 28 C.F.R.
50.15(a).
M
X. DURATION
A
This MOU shall remain in effect until terminated as specified above, unless that date is modified as
S
set forth in Section XI. Continuation of the MOU shall be subject to the availability of necessary funding.
This agreement may be terminated at any time by any of the participating agencies. The (Agency Name)
may withdraw from this MOU at any time by providing a seven-day written notice of its intent to withdraw
to the MPD. Upon the termination of the MOU, all equipment will be returned to the supplying agencies.
XI. MODIFICATIONS
The terms of this MOU may be modified at any time by written consent of all parties. Modifica-
tions to this MOU shall have no force and effect unless such modifications are reduced to writing and
signed by an authorized representative of each participating agency.
XII. LIMITATION
Nothing in this MOU is intended to, or shall be construed to, create enforceable rights in third
parties.
______________________________________
City Manager/Authorized Designee
______________________________________
E
Chief of Police
M
FOR THE DISTRICT OF COLUMBIA
A
_____________________________________
U.S. Attorney
CNN.com. 1999. “24- hour Seattle Curfew Near Seattle Police Department. 2001. “Seattle Police
WTO Site.” Rusty Dornin. Available at: http:// Department After Action Report: Mardi Gras
www.cnn.com/1999/US/12/02/wto.03/. 2001.” August 1.
CNN.com. 2003. “Police, Protesters Clash Near Seattle Post-Intelligencer. 2001. “Mardi Gras task
Miami Trade Talks.” Available at: http://www.cnn. force says more events need city supervision, per-
com/2003/US/South/11/20/miami.protests/. mits.” Available at: http://seattlepi.nwsource.
com/specials/mardigras/.
New York Civil Liberties Union. 2004. “NYCLU
Supports Council Hearing On Police Practices Stern, Donald; Raymond Downs; Robert P. Git-
During The RNC.” Available at: http://www. tens; Janice W. Howe; Steve Ijames; Patrick J.
nyclu.org/rnc_police_hearing_pr_091404.html. King; and Christopher E. Stone. 2005. “Report of
the Commission Investigating The Death of Vic-
The New York Times. 2004. “Judge Keeps City on
toria Snelgrove.” Boston, Massachusetts. May 25.
Notice Over Convention Protest Arrests.” Avail-
Available at: http://www.parc.info/.
able at: http://www.nytimes.com/2004/09/10/
nyregion/10detain.html?ex=1252468800&en=28 Temple, Ralph. 2003. American Civil Liberties
8572afb358a3ba&ei=5090&partner=rssuserland. Union of the National Capital Area. “The Polic-
ing of Demonstrations in the Nation’s Capital: A
Perry, Debi and Guy Kerr. 2002. “G-8 Summit:
Misconception Of The Mission And A Failure Of
After-Action Report.” Calgary Police Service.
Leadership.” Available at: http://www.aclu-nca.
Richardson, Stewart. 2002. “Senior Command org/pdf/PoliceDemoReport.pdf.
Course 2002—Managing Operations: Interna-
Timoney, John F. 2004. “F.T.A.A. 2003 After-Action
tional Students’ Handbook.” Centrex (Central
Report.” Miami Police Department. January 30.
Police Training and Development Authority), 57.
References — 89
90
About the Authors/Contributors
The Police Executive Research Forum (PERF) is a services and the effectiveness of crime control
national organization of progressive law enforce- through the exercise of strong national leader-
ment chief executives from city, county and state ship, the public debate of criminal justice issues,
agencies who collectively serve more than half of the development of a body of research about
the country’s population. Established in 1976 by policing and the provision of vital management
ten prominent police chiefs, PERF has evolved services to all police agencies.
into one of the leading police think tanks. With In addition to PERF’s cutting-edge police
membership from many of the larger police de- and criminal justice research, the organization
partments in the country and around the globe, provides a wide variety of management and tech-
PERF has pioneered studies in such fields as com- nical assistance programs to police agencies
munity and problem-oriented policing, racially throughout the world. The organization also
biased policing, multijurisdictional investiga- continues to work toward increased professional-
tions, domestic violence, the police response to ism and excellence in the field through its train-
people with mental illnesses, homeland security, ing, leadership and publications programs. For
management concerns, use-of-force and crime- example, PERF sponsors the Senior Management
reduction approaches. Institute for Police (SMIP), conducts executive
PERF’s success is built on the active involve- searches for communities seeking police chiefs,
ment of its members: police chiefs, superintend- and publishes some of the leading literature in
ents, sheriffs and other law enforcement leaders. the law enforcement field that addresses the diffi-
The organization also has types of membership cult issues that challenge today’s police leaders.
that allow the organization to benefit from the PERF publications are used for training, promo-
diverse views of criminal justice researchers, law tion exams and to inform police professionals
enforcement of all ranks and others committed about innovative approaches to community
to advancing policing services to all communi- problems. The hallmark of the program is trans-
ties. As a nonprofit organization, PERF is com- lating the latest research and thinking about a
mitted to the application of research in policing topic into police practices that can be tailored to
and to promoting innovation that will enhance the unique needs of a jurisdiction.
the quality of life in our communities. PERF’s To learn more about PERF visit
objective is to improve the delivery of police www.policeforum.org.
About PERF — 95
About the
PERF Center on Force and Accountability
Created in April 2005, the PERF Center on Force approaches; statistics, tracking, and analysis;
and Accountability is designed to be a significant vehicle pursuits; and violence against law en-
resource for PERF members and others in law en- forcement officers. As it relates to police account-
forcement, and to serve as the principal clearing- ability, CFA competencies include community
house for ideas, strategies, and data that will ad- involvement; consent decrees/memoranda of ac-
dress problems related to police use-of-force and countability; discipline and conduct review; early
accountability. Ultimately, the Center provides intervention systems and processes; equal em-
law enforcement executives with information and ployment opportunities; internal investigations;
strategies that will help them make more in- law enforcement ethics; misconduct statistics,
formed decisions as they serve their communities. tracking, and analysis; policy development; tech-
The PERF Center on Force and Account- nology; training; and trends and identification of
ability has four primary objectives: promising approaches.
n
The CFA recently released national guide-
Identify emerging trends and seek out effec-
lines for conducted energy devices that have been
tive new strategies;
embraced by law enforcement agencies through-
n Conduct groundbreaking research; out the country. Further, the CFA completed two
n
guides on early intervention systems to help
Provide high quality technical assistance to
agencies better manage their human resources.
law enforcement agencies;
The CFA also provided technical assistance to
n Create a central resource for information municipalities seeking to assess their use-of-force
regarding use-of-force and police accounta- and disciplinary systems within their police de-
bility issues. partments. The CFA also examined critical use-
of-force issues in a 2005 publication entitled
To that end, the CFA is continually develop- Chief Concerns: Exploring the Challenges of Police
ing competencies in several specific areas. For Use of Force. A second book on use-of-force is
use-of-force, CFA competencies include commu- scheduled for release in 2006.
nity outreach and accountability; equipment and To learn more about PERF and the
weapons; investigations; police canines; policy Center on Force and Accountability visit
development; review boards; tactics; technology; www.policeforum.org.
training; trends and identification of promising
Motorola is a Fortune 100 global communica- It also designs, manufactures and sells automo-
tions leader that provides seamless mobility tive and industrial electronics systems and telem-
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bedded systems and wireless networks. Seamless sistance, navigation and advanced safety features
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Today, Motorola is comprised of four busi- manufactures, sells and services wireless sub-
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About Motorola — 97
CHIEF CONCERNS
Police Management
of Mass
Demonstrations:
Identifying Issues and
Successful Approaches