Six police officers were injured and 217 protesters arrested Friday after a morning of peaceful protests and coordinated disruptions of Donald Trump's inauguration ceremony gave way to ugly street clashes in downtown Washington.
A Bronx cop caught on video complaining about the Mayor has been docked eight vacation days, the Daily News has learned.
Officer Joseph Spina was penalized because he “expressed a personal opinion about public policy,” a police source said.
Cops do that all the time, a second source noted, but added that Spina complained while taking enforcement action — and a motorist was recording as Spina gave him a summons for driving without a license.
From the Ledger-Enquirer: Matthew Edmondson is accused of shooting Deputy Michael Hockett, who was shot just before noon after he went to the residence to check on a person. He was transported to West Georgia Medical Center where he was treated for non-life threatening injuries. Edmondson was charged with one count each of criminal attempt …
The officers challenged the man after witnesses described him as shouting aggressively and waving what appeared to be a machete in the street.
After he resisted they tackled him to the ground before spotting coloured electrical wires protruding from the suspect’s jacket - suggesting he was wearing a suicide vest.
Scotland Yard said that fearing for the public’s safety, Pcs Jason Hodgson and Alex Field “made the selfless decision to tightly hug the suspect to prevent his movement from triggering” what they feared to be a bomb.
Former Los Angeles County Undersheriff Paul Tanaka surrendered Monday to federal authorities in Colorado to begin serving a five-year prison sentence for conspiracy and obstructing an FBI investigation into deputy jail abuses. Tanaka, who as the second-in-command ran day-to-day operations o
Rob Duke's insight:
You can't fight the Feds and you can never lie or dissemble to them.
A Wellington, Florida, woman who told police she was having a “bad day” allegedly went on a rampage Thursday at a T-Mobile store in Palm Springs, according to an arrest report.
Rob Duke's insight:
One of the 99% calls we handle every day without using force--even though the person was batpoo cray cray at the time.
In another 10% (not very scientific methodology on my part), officer jack up the situation when they could do more to calm it down.
The other 89% are folks acting crazy or emotional that fly out of control so quickly and erratically that officer respond as trained to keep themselves and others safe...with often tragic results. This results in a fatality about 900 times a year across the U.S. These are all tragic--even those with felonious intent.
But lets keep this in perspective. Gun deaths are 30 times greater and automobile deaths are also 30 times greater, but the real shocking number is the number of medical malpractice deaths in the U.S. every year. Take a guess: ____________
How many did you say?
It was 120,000 medical practice deaths in 2016 as reported by the doctors themselves (John Hopkins said the number in 2013 was 250,000 deaths if you include pharmacist malpractice).
There are 70,000 licensed doctors in the U.S.
765,000 sworn officers in the U.S. who kill about 1000 each year.
So, you're 120 times more likely to be killed by your doctor (or 250 times if you include pharmacists).
Your 30 times more likely to be killed by someone with a gun or car.
Sonoma County’s two largest law enforcement agencies have stopped using a controversial statewide gang database criticized in a state audit that concluded it was riddled with old, unverified and inaccurate information, causing some people to be improperly identified as gang members.
The Sonoma County Sheriff’s Office purged its records from the CalGang Criminal Intelligence System and ended its role as administrator of the database for about 30 other California counties as of Jan. 1, said Sheriff’s Sgt. Spencer Crum, a spokesman for the agency.
In December, the Santa Rosa Police Department removed its records from the database and stopped using it as a tool to track gang members, said police Sgt. Tommy Isachsen, who runs the city’s gang investigations team.
Both agencies said new laws that require law enforcement to notify people when they’re entered into the database and allow them to appeal the listing make the system too cumbersome to use.
“We still continue to believe it’s a viable tool, and it’s unfortunate we’re unable to use it,” Crum said.
The move was applauded by lawyers and advocates who said the state audit — which focused on the Sonoma County Sheriff’s Office, because of its administrator role, and three other agencies — uncovered problems with CalGang long known by those trying to defend people named in the system.
Rob Duke's insight:
In order to use these databases to investigate and prosecute gang enhanced crimes, there needed to be better due process.
Back in 1986, three health care professionals combined the terms litigation with phobia to coin the term “litigaphobia.” They came up with the term after researching and interviewing police officers over their fear of being sued. As they applied the term, it pertained to that fear being “so great” among some officers that it became a “preoccupation” that “interfered” with them doing their jobs. Now, 30 years later, the Pew Research Center, a non-partisan fact tank based in Washington, D.C., recently has released a study that seems to confirm that that fear has deepened. In this latest study, they found that 72% of officers are now less willing to stop and question suspicious persons. A whopping 93% are more concerned about their safety than in years past. And 75% are reluctant to use force even when it is appropriate to do so.
While this latest study delved into a whole lot more than just litigaphobia (i.e., police/race relations, force policy and procedure, body cameras, manpower staffing), due to time and space limitations, this short piece will only concern itself with the three issues described above.
A Little Elm police officer died after being shot while responding to a report of an armed man outside a house Tuesday afternoon, and the suspect was later confirmed dead after an hours-long standoff with police. Little Elm Chief of Police Rodney Harrison said during a news conference Tuesday night that 48-year-old Detective Jerry Walker succumbed to his injuries hours after the shooting.
"A few bad apples on the metro force taint the hard work and dedication of their peers, all while under the blind eye of police commanders and a chief of police that enrich themselves with higher salaries and unprecedented promotions," Rich Rivera, co-chair of the alliance's Civil Rights Committee, said in the release.
Here are some practices that facilitate problem-finding corporate governance:
Have an explicit negotiated agreement about the relationship between the board and management. The arrangement must allow the board and staff to do problem-finding work while not cutting across the turf of line management. For instance, at Infosys board work inside the organization and work by staff groups was governed by a rule: “noses in, fingers out.” While the board and staff may have found problems, line management was responsible for designing and implementing the solution.
Design the processes by which the board does its regular work — strategy development and approval, capital approvals, performance reviews, etc. — to embed problem-finding. This requires more than asking “tough” questions at the board meeting that managers can anticipate.
Adopt a problem-finding mindset. Think about parts of the organization that may be generating problems. Make explicit your theory about how that part of the organization works. Test the theory. Welcome news of risk; encourage early warning.
Understand that most problem-finding will happen outside the board room, and involve employees several levels below the executive team. Board members cannot expect to infer all the problems while sitting in the boardroom and cannot expect staff members to find them all. Problem-finding boards need some members (but not necessarily all) who spend time working closely with employees to find out how things really work.
Embed as much of the convergent problem-finding activity as possible into the performance measurement system for line managers and delegate the rest to staff groups. Problems will only be found reliably if the board mindfully ensures that these systems are designed to find problems and makes sure they are delivering.
Beware of biases and blind spots that result from becoming too steeped in the culture of the organization. Question the norms and assumptions that drive people’s behavior. Boards that enunciate the likely hidden assumptions underpinning the business’s culture are less likely to fall into a collusive blindness that inhibits their problem-finding.
Acknowledge the limitations in problem-finding and look for ways to mitigate them. Develop internal learning and reflection systems. These could be framed in terms of developing and enhancing capabilities in risk investigation, exploration, and analysis.
As strategic risk increases, so do the chances of failure because of ungoverned incompetence. Most of these failures are minor — generally, projects that are quietly written off. Occasionally a major disaster strikes, causing a corporate catastrophe. Corporate governance systems that assume failure is driven by malfeasance will often miss these failures, at least until they become unambiguous. To catch them early, boards need to put in place governance systems that are intrinsically problem-finding.
Rob Duke's insight:
HBR's organizational advice often applies to policing organizations with only slight "tweaking". What part of this article is not good advice?
1. Noses in: Fingers out. This is a shorthand way of describing the Politics-Administration Dichotomy. The Board, or oversight authority, sets policy and we administer it. We never get annoyed when they ask questions and decide to make changes and they never try to actually "do" the work. They help identify the problems and we find the solution(s), but like James Madison's checks and balances, it works best when these powers are shared.
2. As Frank Boldt and I discovered (building on John Kingdon's work), not only do you need Problems, People, and Policy (solutions), but it's also important to examine the institutions (rules of the game) and also manage a co-alignment process where you not only reach up to invite input, but you also reach laterally and "down". This insures balance with the entire network of interest holders and internalizes a problem-finding culture.
3. Also adopting something like the Balanced Scorecard budget and assessment system helps the organization maintain a problem-finding mindset. When I know my evaluation depends on my place in the co-alignment system, then I'm working on it every day. This creates a system that sustains nurturing and, more importantly, identifying when nurturing isn't happening.
4. We need to find an ethical system that demands that we examine how our actions impact the downstream customer...our grandchildren. If we're not leaving it better for them, then we're probably doing something wrong. A good start for this is to empower, embolden, and assign the devil's advocate role (both inside and outside the department). We should celebrate the contrarians in our midst instead of delegating them to the dead end jobs. These are the folks who will help us ensure that we are not captured by our times or by our culture.
5. Always know that what we're doing isn't good enough and that we need to be vigilant for ways to improve. This means we need systems that encourage officers and staff to call down "airstrikes" on themselves when they realize that something isn't working; and they need to do this knowing that they won't be castigated, but will be celebrated for acknowledging an opportunity for internal learning and reflection.
Bernie Sanders Advocates That FBI Director Comey Step Down
Rob Duke's insight:
They ignore that we have competing values at stake here, which left Comey with only one viable option:
1. We have the value of a separate and disinterested public bureaucracy. Woodrow Wilson called this the Politics-Administration Dichotomy. In exchange for a civil service system that put people into jobs based upon merit and then gave them a property right to keep the job based upon "good" performance, the public bureaucrat would stay out of "politics". In other words, they wouldn't campaign and engage in all the dirty business of tit for tat revenge, extortion, and reciprocal back scratching of political cronies.
2. We also have the value of an independent police apparatus that will treat everyone equally and fairly. This value grew out of the police professionalization movement that, in turn, came out of the same Progressive Movement that installed the Politics-Administration Dichotomy. This movement has been informed further by the New Public Administration theory and practice that asserts that all public servants have an ethical obligation to trumpet the news whenever "the emperor has no clothes". While the Politics-Administration Dichotomy camp suggests that the bureaucracy should focus on the areas of economy, effectiveness, and efficiency, the New Public Admin advocates argue that the idea of equity is above the simple management tasks (see Dwight Waldo, H. George Fredrickson, Chester Newland, for more on New Public Admin.)
Now, under this umbrella, FBI Director Comey was forced to endure the backlash from a political investigation that appeared to have been compromised when Attorney General Lynch met with former President Bill Clinton on a secluded tarmac in a private jet to discuss "grandchildren". This was an explanation that few believed and placed the FBI in a position of seeming to be political lackeys.
After this, the rank and file FBI agents were angry. Many agents left successful and comfortable assignments with local and state police agencies. I can only imagine their perception that the FBI had lost all credibility--they probably wished they had never transferred. I also imagine that Comey knew this and knew that there was zero chance that a disgruntled agent would not leak the fact that they had discovered another server that had the potential to disclose emails that were deleted from the Clinton server. Whether there were any additional emails or not is irrelevant because the scandal would be about cover up and not content--which is always an order of magnitude worse than the actual underlying scandal.
Thus, Comey was faced with competing values and a binary choice of action:
1. Follow a Politics-Administration Dichotomy path and say nothing; or
2. Follow a New Public Administration path and send a private letter to Congress alerting them to the likely source of new emails.
If you follow the first path and there's a leak, then Secretary Clinton's campaign would be damaged and you'd be accused of misfeasance;
On the other hand, if you follow the second path, then you still risk a leak from Congress, but this type of leak should be less harmful than an accusation of further political skulduggery. And, at least you won't be accused of participating in a cover up.
While the second path might be used at the last minute to insinuate that there was still some criminal charge that might arise out of the FBI investigation, the FBI also acted quickly after that to review the emails and send the "all clear" signal. This outcome would never have been so clean if it had also been accompanied by an accusation of cover up.
It seems clear to me that Comey really only had one choice given the new source for emails from the Clinton Server--he had to send the letter to Congressional leaders. In my mind, this path wasn't inconsistent with the Politics-Administration Dichotomy path, it just also added an Equity element from the New Public Administration path that protected the public's perception of the FBI's ability to conduct fair, equal and unbiased investigations.
Jay Y. Lee, who heads South Korea's massive Samsung Group, was given a $5 box meal for lunch and did not sleep in over 22 hours of questioning in a corruption scandal involving impeached President Park Geun-hye.
Rob Duke's insight:
We complain about the U.S. police, but look around the world and compare....22 hours of questioning...?
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