volume 3 november 2015 - ialep

I N S I D E T H I S I S S U E

IALEP EXCHANGE

Executive Board President—Beth Nielsen, Metro Vancouver Transit Police New Westminster, BC, CA Past President—Dillon Kraft, Polk County Sheriff’s Office Des Moines, Iowa, US Executive Vice President—Mark Carpenter, Glendale Police Department Glendale, Arizona, US Staff V. President—William Werner, St. Louis Metro Police Department, St. Louis, Missouri, US Treasurer—Will Davis , Scottsdale Police Department, Scottsdale, Arizona, US Secretary—Melissa Treadaway, Charlotte-Mecklenburg Police Department, Charlotte, North Carolina, US Repository Director— Cynthia Sheldon, Kansas City Police, Kansas City, Missouri, US Training & Certification Coordinator— Barry Horrobin, Windsor Police, Windsor, ON, CA Conference Coordinator— Sanjena Clay, Palm Beach County Sheriff‘s Office, West Palm Beach, Florida, US

http://www.IALEP.org

2015 IALEP Conference 1-3

New IALEP Logo

3

IALEP Planner Certifications

4

2015 IALEP Awards 5

AT&T Public Safety Tour

Billy Bob’s 6

OALEP Project Planning

7

Scenario Planning 8-10

New Member Agencies 11

2016 IALEP Conference 12-13

VOLUME 3 NOVEMBER 2015

Big Texan Welcome for 2015 IALEP Conference! By Beth Nielsen, IALEP President

We had a great 24th annual training conference in Arlington, Texas, this September. A huge thank you to Arlington Police Department and the partner police agencies for putting to-gether a strong training program with excellent presenters. A key ingredient to the conference’s success was the partici-pants and the diverse agencies they represented from across United States and Canada, thereby promoting good dialogue and sharing of expertise. Below is a sampling of the great training sessions that took place at the conference this year.

For our evening opening event, it was a privilege to hear from Tarrant County Sheriff

Dee Anderson. Sheriff Anderson shared the story

of Amber Hagerman’s abduction and death, which

led to the creation of the AMBER Alert Plan. Sher-

iff Anderson spoke about the Plan’s evolution and

its impact on public awareness of missing and ad-

ducted children. It was a profound example of

“innovation” – the conference theme.

During the official conference opening session,

attendees were warmly welcomed by a number

of police and civic leaders.

https://www.facebook.com/IALEP.org

2015 IALEP Conference (cont.) Chief Will Johnson, Arlington Police Department, provided a thought provoking keynote address on policing legitimacy and public trust; emphasizing the need for a burning sense of urgency each and every day in our police work, the importance to model core values every day and the need to build public trust before a tragic event occurs. This means treating every interac-tion as having value to a creating a positive relationship. While mistakes will happen, poor management and poor response to mistakes by police agencies will not be accepted by communities.

Given the rapid change of social media technology and its use, it

was very timely to have a series of social media presentations. The

Arlington Police Officers provided illustrations of how social media

can be used in critical incident communication and management

as well as building community trust. Constable Martin Hurst (New

Westminster, Canada) spoke about social media and its applica-

tion for communications, intelligence and investigations by police

agencies, including the potential blurring between personal and

professional activities, and the successes and pitfalls of open

source information acquisition. Police agencies were prompted to ensure that their policies and staff

training on social media were up to date, as well as having appropriate privacy settings for social

media accounts.

With the proximity to AT&T Stadium, conference

participants were exposed to the local Tourism

Policing strategies and special event planning for

huge crowds (exceeding 100,000 people coming to

the event site). The scope of this type of special

event policing was clearly identified during the public

safety tour of the stadium venue and meeting with

the police officers tasked with planning for safety

and security for that venue.

IALEP EXCHANGE



2015 IALEP Conference (cont.) Sean Goodison from PERF (Police Executive Research Forum) moderated the panel discussion on lessons learned with Body Worn Cameras, while also sharing some of PERF’s analysis and recommendations for police agencies contemplating body cameras. There was excellent information exchanged, attendees were very engaged and robust discussion occurred. IALEP Members unable to attend the conference are able to access the conference presentations via the IALEP web-site. (This also includes a series of body worn camera related materials).

Thank you to the Conference Committee, presenters, sponsors and attendees;

collectively you made this conference a success!

The IALEP membership voted on a new logo at the general business meeting held September 24, 2015, at the annual training conference. IALEP will still keep the "Classic Logo" for the purposes of pins and certificates. Thank you to the IALEP staff Vice President Will Werner, St. Louis Metropolitan Police and Repository Director Cindy Sheldon for their guidance in the logo.

NEW IALEP LOGO



NEW CERTIFICATION TOPICAL AREAS

The IALEP Board has added two new “Topical Areas” to the planner certification program to encompass the changing and in-creasingly complex palette of skills and duties of law enforcement planners. Now there are 26 Topical Areas! May 15, 2016 is the deadline for certification applications. See IALEP website for

the updated certifica-

tion information.

2015 IALEP Planner Certifications

IALEP EXCHANGE


2015 Certified Law Enforcement Planner Susan Dellinger, Stallings Police Department, North Carolina/US

William Gribble, U.S. Army/US Tiffany Powe-Salters, Lee County Sherriff’s Office, Florida/US Shefali Tripathi, Gainesville, Florida Police Department/US

Tom Berczi, Waterloo Regional Police, Ontario/CA Amanda Franceschini, Waterloo Regional Police, Ontario/CA

2015 Advanced Certified Law Enforcement Planner

Jill Jones, Lee County Sheriff’s Office, Florida/US

2015 Certified Law Enforcement Planner and 2015 Advanced Certified Law Enforcement Planner

Reg Chernoff, Calgary Police Service, Alberta /CA Johnny Hamm, Cleveland Police Department, Ohio/US

Kelly Hoyle, Mt Holly Police Department, North Carolina/US


2015 IALEP Awards

IALEP EXCHANGE



Long Standing Contribution and Achievement in Profession Peter Bellmio, O.W. Wilson Award

St. Louis Metropolitan Police Department is the recipient of the IALEP 2015

Phil E. Keith Project of the Year Award for the Real Time Crime Center (RTCC).

SLMPD represented by Planner Will Werner, Captain Angela Coonce, Lieutenant Brent Feig

Arthur J. Barnett Planner of the Year Lisa Drum, Hickory Police, North Carolina, US

Annual Report Competition Arlington Police Department, Arlington, Texas, US


AT&T Stadium Tour

Billy Bob’s Networking Evening



Scenario Planning as a Tool for Law Enforcement

By David Allen, Retired Captain North Carolina State Highway Patrol

For most of us in the public safety world, we are either headed into a crisis, coming out of a crisis, or we are in the middle of a crisis at this moment. Suffice to say, we deal with a number of perilous events in our professional lives almost daily. Even though we know these difficult events are headed our way, we often find when they do arrive it is at a point when we seem the most unprepared to deal with them. If we understand this fact, and learn from it, how should we prepare our-selves to respond in a manner more indicative of a leader who understands this fact? On January 15, 2009, US Airways Flight 1549 had just left LaGuardia Airport in New York City traveling to Charlotte/Douglas International Airport in Char-lotte, North Carolina. At the controls was US Air-ways Captain Chesley B. "Sully" Sullenberger. Just three minutes into the flight, as the Airbus A320 was climbing into the air over downtown Manhat-tan, a flock of Canada Geese struck both engines, causing the complete loss of power. Without engine power, and unable to get to any nearby commercial airport, Cap-tain Sullenberger decided to ditch his aircraft in the Hudson River near the USS Intrepid museum. Many people who hear this account quickly start thinking about the “Miracle on the Hudson” and truly it was a miracle that none of the 115 people on board that doomed craft was killed. However, we should consider there were numerous steps taken in advance of this crisis, which greatly aided Captain Sullenberger in the most successful ditching of all time. Sulley was a Vietnam-era Air Force trained fighter pilot and as such he had spent hours considering what could happen in an aircraft and training for those potential events. When crisis ar-rives in our lives and we haven’t fully considered how the crisis will affect us, we often respond much like “Chicken Little.” In this popular children’s story, the main character Chicken Little proclaims, “the sky is falling” after being hit in the head with an acorn. Just like Chicken Little, we often struggle to come to grips with what is happening, what does it mean to me, and what should I do about it? As law enforcement leaders, the public expects that we will be ready to handle any event that may come our way. Therefore, we should start considering what do our potential futures look like; that is to answer the question, what are we really fac-ing? Some would say this is just talking about a tabletop exercise for a potential pandemic or some natural disaster, and while that is a type of future planning, it can clearly be expanded to a more extensive level, which should provide even greater benefits to our agencies.

I A L E P E X C H A N G E VOLUME 3 NOVEMBER 2015

Contacts Office Manager— Denise Thurston [email protected] 310-225-5148 PO Box 11437 Torrance, CA 90510-1437 Newsletter Editor— Lisa Drum [email protected] Hickory Police Department 347 2nd Ave., SW Hickory, NC, US 828-261-2609


mailto:[email protected]


Scenario Planning as a Tool for Law Enforcement (cont.)

By David Allen, Retired Captain NCSHP

How then should we change our mindset to improve our response? First, we should realize the future is approaching our agencies, our commu-nities, and even our very lives at a steady pace. No one should assume that means that every tomorrow will bring an apocalyptic event that will destroy all that we care about. Rather, we should evaluate the future from three possibilities. Of course, as leaders we must think about the worst-case scenario we could possibly face. Ask the question, for your community what would the worst-case situation look like? Of course, worst-case varies from agency to agency but each of us have a scenario that would fit this bill. After the worst-case future is developed, ask yourself what if tomorrow brings the best possi-ble scenario, a veritable “utopia,” what would that entail? How would the perfect future im-pact the services we provide? And finally, what does that middle of the road future look like? Middle of the road, of course, being the place where we most often find ourselves, where we frequently work. The reason to think about all three futures should be obvious to us all. One of these three futures will closely represent what we ultimately experience and if we have at least thought about the potential, we may minimize our “sky is falling” reaction time. After we understand the three possible futures, expand how you see these futures by consid-ering each from multiple vantage points. Think about tomorrow for just a moment, how many aspects of tomorrow can you contemplate? It is almost too broad to get a handle on so try this as a technique; consider using the PEST model as a starting point to prepare for what could be right around the corner. The PEST Model provides a framework to begin our future view because each letter represents an area of concern for us as leaders. PEST stands for Po-litical, Economic, Social, and Technological. What does our political landscape look like moving forward? Is it stable or is change taking a hold that may impact your agency? Then consider Economic, Social and Technology in the same manner. Do not allow this model to limit how extensive you consider the future since many times other aspects are added to make the analysis more complete, such as including Legal, Environmental, Demographics and even Eth-ics. Do not make the mistake of considering only the most probable potential future, instead con-sider everything that is plausible. Otherwise, we may turn a blind eye to a crisis our agency will actually face. For each one of these areas, stretch your vision to 1 year, 3 years and even 5 years, and consider what is changing and what the future will look like at each future point. Most of us will struggle with this level of future casting by ourselves as individuals. As a tech-nique to help involve this process, gather a group of other leaders, officers, allied groups and even citizens. This collective group when properly prompted to consider the future may sur-prise you with how much they could come up with.




Consider who needs to be part of your future focus group and then have a trained facilitator lead the

brainstorming session, capturing everything discussed.

Once we have considered the future from the different potential futures (and in all of the areas you

need to consider) and have written down all the information, comes the real work and benefit of this

process, how do you deal with each of the futures? Of course this can be a major undertaking but so is

leading in our profession. In a quick review of history, think of how many times leaders made mis-

takes because they were faced with a difficult choice, which they had never actually considered before.

They were forced to make hasty decisions, often times with little information. What if only they had

taken the time to consider what was possible and how they could respond to that challenge.

Stephen Covey encourages us in Seven Habits of Highly Effective People to “begin with the end in

mind.” Armed with the potential of tomorrow, we should be able to work backwards to what we should

be doing today to be prepared for the future. Just like Sully, we are all responsible for our own leader-

ship and almost without exception, we will all face a crisis in the near future. The only real question is

what are we going to do to prepare for it today? Of course it makes sense to plan for that unknown

event, especially if it is a devastating event for which we are unprepared. But reflect for a moment-

could the need to actually be prepared for tomorrow, even if it is what we expect, the normal tomorrow,

be an even more pressing need? Many times in life we are lulled to sleep because of the normality of

life. What if we actually planned for normal or even great times as much as if we were planning for the

bad times. That could be a future where we truly made the greatest impact for those we lead and those

we serve.

The future is coming to your agency and most likely faster than any of us would like to consider. Some

would say this process is little more than guessing at what is going to happen. While one must admit

that no one can predict the future one hundred percent of the time, with one hundred percent accuracy,

it may surprise many of us how many future events we get dead on. To be effective as leaders, we must

be ready for the future when it arrives, no matter what it looks like. The constant is that the future is

coming, the only challenge is what we are doing to be prepared when it arrives.

David L. Allen is a retired Captain with the North Carolina State Highway Patrol with leadership and

educational background including various aspects of organizational leadership and planning. He holds

several degrees, including a Masters Degree in Public Administration from the University of North

Carolina at Pembroke. Currently, he owns and operates Allen Solutions, LLC where he provides lead-

ership and management training. David can be reached at [email protected]

VOLUME 3 OCTOBER 2015 I A L E P E X C H A N G E

Consider who needs to be part of your future focus group and then have a trained facilitator lead the brainstorming session, capturing everything discussed. Once we have considered the future from the different potential futures (and in all of the areas you need to consider) and have written down all the information, comes the real work and benefit of this process, how do you deal with each of the futures? Of course this can be a major undertaking but so is leading in our profession. In a quick review of history, think of how many times leaders made mistakes because they were faced with a difficult choice, which they had never actually considered before. They were forced to make hasty decisions, often times with little information. What if only they had taken the time to consider what was possible and how they could respond to that challenge. Stephen Covey encourages us in Seven Habits of Highly Effective People to “begin with the end in mind.” Armed with the potential of tomorrow, we should be able to work backwards to what we should be doing today to be prepared for the future. Just like Sully, we are all responsible for our own leadership and almost without exception we will all face a crisis in the near future. The only real question is what are we going to do to prepare for it today? Of course it makes sense to plan for that unknown event, especially if it is a devastating event for which we are unprepared. But reflect for a moment—could the need to actually be prepared for tomorrow, even if it is what we expect, the normal tomorrow, be an even more pressing need? Many times in life we are lulled to sleep because of the normality of life. What if we actually planned for normal or even great times as much as if we were planning for the bad times. That could be a future where we truly made the greatest impact for those we lead and those we serve. The future is coming to your agency and most likely faster than any of us would like to consider. Some would say this process is little more than guessing at what is going to happen. While one must admit that no one can predict the future one hundred percent of the time, with one hundred percent accuracy, it may surprise many of us how many future events we get dead on. To be effective as leaders, we must be ready for the future when it arrives, no matter what it looks like. The constant is that the future is coming, the only challenge is what we are doing to be prepared when it arrives. David L. Allen is a retired Captain with the North Carolina State Highway Patrol with leadership and educational background including various aspects of organizational leadership and planning. He holds several degrees, including a Masters Degree in Public Administration from the University of North Carolina at Pembroke. Currently, he owns and operates Allen Solutions, LLC where he provides leadership and management training. David can be reached at [email protected]






Arlington Police Department Arlington, TX Athens-Clarke County Police Department Athens, GA Austin Police Department Austin, TX Bexar County Sheriff’s Office San Antonio, TX Boca Raton Police Department Boca Raton, FL Calcasieu Parish Sheriff’s Office Lake Charles, LA Calgary Police Service Calgary, Alberta, Canada Carrollton Police Department Carrollton, TX Crestwood Police Department Crestwood, MO Dallas ISD Police Dallas, TX Denver Police Department Denver, CO

El Paso Police Department El Paso, TX Fairfax County Police Department Fairfax, VA Grand Prairie Police Department Grand Prairie, TX Houston Police Department Houston, TX Indian River County Sheriff’s Office Vero Beach, FL Maricopa County Attorney’s Office Phoenix, AZ Niagara Regional Police Service St. Catharines, Ontario, Canada Nye County Sheriff’s Office Pahrump, NV Peel Regional Police Service Brampton, Ontario, Canada Prince William County Police Woodbridge, VA

Quincy Police Department Quincy, IL Regina Police Service Regina, Saskatchewan, Canada Royal Canadian Mounted Police Langley, British Columbia, Canada Seagoville Police Department Seagoville, TX St. Louis County Police Department St. Louis, MO St. Louis Metropolitan Police Department St. Louis, MO University of Texas @ Arlington Police Department Arlington, TX University of Texas (Medical Branch) Police Galveston, TX Weatherford Police Department Weatherford, TX Winnipeg Police Service Winnipeg, Manitoba, Canada York Regional Police Service Aurora, Ontario, Canada

IALEP EXCHANGE


New Member Agencies


2016 IALEP Conference, Waterloo, Ontario The Waterloo Regional Police Service (WRPS) www.wrps.on.ca, in cooperation with the Ontario Association of Law Enforcement Planners (OALEP) www.oalep.ca, is proud to host the 2016 annual International Association of Law Enforcement Planners (IALEP) training conference in Waterloo, Ontario, Canada on September 19-23, 2016.

Preliminary Conference Agenda The conference theme “Thinking Forward” embraces a focus on the skills and insight needed for police planning in the future, including strategic foresight, community safety, succession planning, and challenges to anticipate along the planning continuum. After hours, there will be a curling bonspiel, an early morning trip to the St. Jacob’s Farmers Market, and the Thursday evening banquet will infuse the local Oktoberfest spirit. Watch for a more detailed agenda to come in the near future.

About Waterloo, Ontario Waterloo Region is in the southern part of the province of Ontario, Canada, approximately 100 kilometres or 60 miles west of Toronto. Waterloo Region is a two-tiered municipality composed of three cities (Kitchener, Cambridge, and Waterloo), and four rural townships (Woolwich, Wellesley, Wilmot and North Dumfries). This area is a unique mix of urban and rural landscapes and lifestyles, skilled labour force, and the information and technology sector. The 2014 population of 568,500 is one of the fastest growing areas in Ontario. There is a mix of educational institutions (University of Waterloo, Wilfrid Laurier University), high tech firms (most notably Blackberry), think tanks (Perimeter Institute and Centre for International Governance Innovation), and it is home to the largest Bavarian festival (Oktoberfest) in North America.

I A L E P E X C H A N G E VOLUME 3 NOVEMBER 2015


http://www.wrps.on.ca

http://www.oalep.ca

For more information about the Region of Waterloo, watch a two minute video of Waterloo Region where past and future are in perfect balance https://www.youtube.com/watch?v=BBP69jHdfPY. For more information about the City of Waterloo check out a three-minute video “We Are Waterloo” at https://www.youtube.com/watch?v=x9CepFAWgWM About Waterloo Regional Police Service WRPS is a regional police service formed in 1973. Chief Bryan Larkin took command in September 2014. The police service is composed of 762 sworn officers and 319 civilians serving the Region of Waterloo. There are three urban patrol divisions in Kitchener, Waterloo and Cambridge, a rural detachment, a police reporting centre, and a collaborative family violence project. WRPS is committed to “Strengthening public safety and quality of life by working in partnership with the community in crime prevention, law enforcement, and providing assistance to all those who need our help”. Conference Venue The Delta Waterloo https://www.deltahotels.com/Hotels/Delta-Waterloo at 110 Erb Street West, Waterloo, Ontario, is the venue for the 2016 IALEP conference. This new boutique style hotel offers vibrant, stylish and sophisticated hospitality located right in the heart of uptown Waterloo. A special rate of $155 Cdn. for the ModeRoom has been confirmed. Online group booking will be available soon. Travel Options to Waterloo The local Region of Waterloo International Airport (YKF) http://www.waterlooairport.ca/en/ is a 15 minute drive to the City of Waterloo. Daily scheduled air service is provided by American Airlines with twice daily, non-stop service to Chicago and WestJet, offering daily non-stop service to Calgary and now weekly service to Orlando. The Toronto Pearson International Airport (YYZ) is 1.5 hour drive to the City of Waterloo and is Canada’s largest and business airport. The Buffalo International

Airport (BUF) is another option that would require a 2 hour drive to Water-loo once you cross the US-Canada border/bridge from Buffalo. More details on travel and shuttle options will be available soon. Don’t forget to check that your passport is up-to-date.

If you have any questions about the 2016 conference, contact Marg Gloade at WRPS: [email protected]

IALEP EXCHANGE



https://www.youtube.com/watch?v=BBP69jHdfPY

https://www.youtube.com/watch?v=x9CepFAWgWM

https://www.deltahotels.com/Hotels/Delta-Waterloo

http://www.waterlooairport.ca/en/

http://www.waterlooairport.ca/en/flightinformation/americanairlines.asp

http://www.waterlooairport.ca/en/flightinformation/westjetairlines.asp?_mid_=17661


volume 3 november 2015 - ialep

Documents