Volume 12 Number 1 - Blue Line · Since the “reccy”, the house has been under close observation for over an hour. As you roll up to the location you visual-ize the approach and

Blue Line MagazineBlue Line MagazineJanuary 2000January 2000 33

Volume 12 Number 1January 2000

- Contributing Editors -

- Editor / Publisher -

Morley S. Lymburner

E-mail:[email protected]

- News Editor -Blair McQuillan

Email: [email protected]

Ph: (905) 640-3048 - Fax (905) 640-7547

- Advertising -Mary Lymburner (Director)

Phone (905) 640-3048 Fax (905) 640-7547Bob Murray

Phone (905) 640-6506 Fax (905) 642-0900

- Pre-press Production -Del Wall Blair McQuillan

- Mechanical Specifications -Gary Welch Phone (905) 466-5039

General ManagerMary K. Lymburner, M.Ed.

Email: [email protected]

Tactical Firearms Dave BrownPolice Leadership Robert LunneyCommunication Skills Terry BarkerCase Law Gino ArcaroComputers & Technology Tom Rataj

- Contributing Writers -

Blue Line Magazine is published monthly, September to June, byBlue Line Magazine Incorporated with a mailing address of:

12A - 4981 Hwy. 7 East, Ste. 254,Markham, Ontario, L3R 1N1.

Individual magazines are $3.50 each. Subscriptions are $25.00per year or $40.00 for 2 years. (Foreign - $50.00)

All articles are protected by copyright. No part of this publicationmay be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying and recording orby any information storage or retrieval system without permissionfrom the publisher. Internet activity is monitored and use ofmaterial on the Internet is restricted.

All material submitted for publication becomes the property ofBlue Line Magazine unless other arrangements have been madewith the publisher.

The authors, advisors and publisher accept no liabilitywhatsoever for any injuries to persons or property resulting from theapplication or adoption of any of the procedures, tactics orconsiderations presented in this magazine. Readers are cautionedand advised that articles presented herein are edited and suppliedfor your personal awareness and should not be used for furtheraction until appropriate advice and guidance is received from asupervisor, Crown Attorney or other person in authority.

Established in 1988, Blue Line Magazine is an independentpublication designed to inform, entertain, educate and upgrade theskills of those involved in the law enforcement profession. It has nodirect control from a law enforcement agency and its opinions andarticles do not necessarily reflect the opinions of any government,police, or law enforcement agency. Blue Line Magazine is aprivate venture and as such is not funded by any level ofgovernment agency, union or association.

Blue Line Magazine is printed in Canadaby Garson Graphic Services Inc.

ISSN #0847 8538Canada Post Canadian Publications MailProduct Sales Agreement No. 176796

- Affiliations-International Association of Law Enforcement PlannersCanadian Advertising Rates & DataInternational Police AssociationThe Canadian Press NewswirePeriodical Publishers Exchange

Joel Johnston Floyd CowanMichael Dunnill Devon ClunisLaurie M. Martin Peter C. KratcoskiMonica Petroski Dave Brown

Inside This EditionInside This Edition

Blue Line News Week 33Blue Line 32Canadian Body Armour 7CAPS Inc 21Dalhousie University 17DuPont 37Henry’s 27Howard Leight Industries 5Kleen Bore 8Laser Labs 25Lethbridge Community College 31Matt Industries 10Most Wanted 34NOPAAT 29

Pads Fitness & Supply 27Panasonic Canada 4Pegasus 32R Nicholls Distributors 19Rocky Shoes & Boots 40Sokkia Corporation 35Sturm Ruger 11Tetragon Tasse 25Trauma Management Training Services 18Triform Business Systems 23Westervelt College 21XTE Custom Outerwear 25Zarc International 15

List of AdvertisersList of Advertisers

Publisher’s Commentary 5

Close quarters control tactics 6

Case Law - by Gino Arcaro 8

A new approach to police 9duty belt comfort

Police Chaplaincy 12

As long as there is a child in need 13

Putting brakes on drunk drivers 16

Designing a tolerable work schedule 17Shiftwork article one of four

Trauma - The “Human Element” 18

Product News 22

1999 Leadership Nominee 24

Target analysis made easy 26

Book Reviews 28

German police restructuring 30

Classified 32

Ten-Seven - Law Enforcement News 33

Criminally Funny 38

A dynamic entry intoa building does notalways ensure volun-tary compliance.When they don’tcomply... then what?

The Vancouver Police Emergency Re-sponse Team is our first feature story of theMillenium and Blue Line is certainly proud tohave them grace our cover. In this edition youcan learn more about close quarter control fromJoel Johnston. Joel emphasizes that too fewofficers are training for close encounters of thenasty kind when they do their entry and roomsweeps. Learn more on page 6 of this edition.

This month marks the first of a four-partseries on the subject of shiftwork and the po-lice. Over the next four months we will be pre-senting considerable food for thought about thismost serious subject. We have garnered thesupport of some well respected individuals toassist our readers in understanding the shiftwork environment. We hope to also supplysome coping mechanisms to assist you. It isnot an easy subject to tackle because, as oneexpert stated, no one has really sat down andstudied the whole area in depth. It was ex-plained that it would take a couple of years tosimply gather the data, literature and informa-tion that currently exists. Then someone wouldhave to analyze and study it. Blue Line can onlydo its small part and perhaps it will be enoughto get people going on this much neglectedsubject.

There is much more to find out about inthis edition and we certainly hope you walkaway from each issue a little wiser. That is ouronly real goal. Happy New Year!


by Morley Lymburner

Blue Line has grown steadily over the pasteleven years and as we step onto the thresholdof our twelfth year of publishing we look backwith pride on what has been accomplished. Wehave enjoyed a popularity that we had neverenvisioned in 1989 when we started. It was abold gamble that came along just in time for achanging police profession.

Blue Line is based on the principle of rec-ognizing the need for a professional journal thatis independent of both management and unionagendas. Blue Line’s goal is to report the factsin as straightforward a fashion as possible andencourage those involved in law enforcementto look upon their task as a true profession.

Blue Line has taken on many challenges overthe years and has not shied away from contro-versy if it is needed. We do not believe in theprinciple of simply doing things because theyhave always been done that way. If it has to bedone then we want to know why. If somethingis important enough to have highly trained andskilled people change their way of doing thingsthen there must be someone who can explainthe rationale. We want to know why. We wantto tell you why. If we can’t find out why thenwe will keep asking until someone answers.You... our readers... deserve nothing less.

This in-your-face type of journalism is not

meant to be performed in a controversial or al-ienating fashion. We invite people to talk abouttheir concepts in their own way. If appropriatewe will give them free reign to make their point.The writer stands on the merits of what theywrite and you are the judge of its validity.

If someone feels they have a point but notthe talent to put it in print then it is our job to helpthem make their point and we have done so onhundreds of occasions. As we have stated beforeit is the issues that are important not the person-alities behind them. We encourage our readers tosimply get their thoughts down on paper and getthem into us to work on. It is our job to makeyour material look good to our readers.

Blue Line Magazine has evolved into a rap-idly growing multi-faceted organization. Wehave listened to the needs of our readers and thetimes. To this end we are not just a magazineanymore. We are a central clearing house of lawenforcement thoughts, news and information.What started simply as a magazine now has fivecomponents inter-related with each other;

Blue Line Magazine being the flagship andcentral focus of the organization.

Blue Line News Week is the news gather-ing and dissemination branch. It keeps its sub-scribers up-to-date every week with all thenews across Canada that affects or can have anaffect on the profession of law enforcement.

The Annual Supply and Services Guide isthe products and marketing information branch.

It is sent out with the February issue of BlueLine Magazine and is the result of an exten-sive annual survey of all the companies andindividuals who have goods or services of in-terest to law enforcement. If there is an inter-est in you and your job they will be listed inthis directory.

Blue Line Response Trade Show is the face-to-face opportunity our readers are given tomeet and see the goods and services availableto them. Rather than simply read about it youare given an opportunity to meet and discussyour interests and needs with the people whocan fulfil those needs. In its fourth successfulyear this show attracted over 1,000 registrantslast year. The show, held the third Tuesday andWednesday of April each year, is strategicallytimed and placed to facilitate these transactions.

www.BlueLine.ca is our next generation ofservices on the internet. We have found ourreaders are both demanding and technologi-cally sophisticated. When they need informa-tion quite often it is needed quickly and reli-ably. If you need to search for information ona wide array of subjects you will find it here. Ifyou need to connect with other law enforce-ment agencies or government agencies you canfind it here.

In all our endeavours we aim to fulfil theneeds of our constituent readers. We simplyhave no other purpose. We are ready to take onthe next millennium.

66 Blue Line MagazineBlue Line MagazineJanuary 2000January 2000

Entry team close quarters control tacticsEntry team close quarters control tactics

Many ERT training pro-grams do not include real-istic Close Quarters Con-trol (CQC) Tactics to dealwith the reality of spontane-

ous unarmed non-complianceor aggression, and the reality

of the ‘Survival Stress Response’.Many programs assume that everyone willcomply when facing the intimidating presenceof an Entry Team. They may assume that indi-vidual Team members already possess the skillsto overcome such resistance if it is encountered.Some assume that deadly force is automaticallyjustified if an Entry Team is interfered with.Programs also often fail to encourage trainingin the gear and with the equipment that theTeam would be wearing and using during a liveentry. Finally, many programs fail to train in a‘chaotic environment’.

Let us picture the scene.It’s a cocaine search warrant, you need to

get the evidence before it is destroyed and alongwith it, a successful prosecution. You have doneyour reconnaissance, planned the operation andcarefully detailed it in a briefing to all involved.Your Team, your support containment, the DrugSquad members all understand their roles.Since the “reccy”, the house has been under

close observation for over an hour.As you roll up to the location you visual-

ize the approach and the entry, you know toexpect a couple of ‘subjects’ inside. You movequickly from the van in full protective gear overyour clearly visible police uniform. Your‘Breacher’ hits the door knocking it wide open.Your four-shouts: “POLICE, we have a war-rant!” as the Team enters.

As you move through the front hall a sub-ject appears with no shirt on and his emptyhands in the air. He yells “it’s the cops!, it’s thecops!”. You shout at the man to get down onthe ground as you approach. He appears to sub-mit but as you get to contact distance he be-comes resistive and blocks your path, all thewhile yelling apparently to someone else.

As you wrestle to control this resistivesubject the Team is slowed down, losing criti-cal time and momentum. Eventually the sub-ject is wrestled under control and the Team isable to move on. You find the second subjecton the bathroom floor with several empty plas-tic bags at his feet and one in his hand. He givesup. The residence is searched and secured andturned over to Drug Squad investigators. Un-fortunately the evidence that they hoped to re-trieve is not found.

Is this scenario a possibility? What would

you do if faced with unarmed non-complianceduring an entry? The answer is the old “It de-pends!” It depends upon the context of the en-try, and the nature of the non-compliance orresistive behavior.

What is certain is that you cannot justifyshooting someone simply because they resistedduring a high-risk entry. Nor can you expectthat everyone will comply, and when theydon’t, to carry out an effective plan on the spot.‘Survival Stress’ research clearly indicates thata critical mental ‘reactionary gap’ is likely tooccur as you attempt to recognize and identifythe threat and then to formulate a plan to dealwith it.

Most incidents of non-compliance, resist-ance or aggression occur spontaneously and areunexpected. They also tend to occur at veryclose quarters which eliminates some officerresponse capabilities while providing oppor-tunities for others.

Entry Teams must anticipate unarmednon-compliance or aggression and prepare forit in advance. Then when it does occur theysimply react by implementing a pre-planned,trained response. The mental ‘reactionary gap’is no longer an issue.

The goal of any Entry Team must be toresolve all encounters at the lowest possible

by Joel Johnston

When they don’t comply... then what?

Entry team close quarters control tactics


Joel A. Johnston is a Ser-geant with the VancouverPolice Department Emer-gency Response Team,former VPD Control TacticsCoordinator and is a Princi-pal of DTI Defensive TacticsInc. He is the Use of Forceconsultant to Blue Line

Magazine. Sgt. Johnston has developed acomprehensive CQC Training programbased upon these concepts. You may con-tact the author through the Vancouver Po-lice Department, 312 Main Street, Vancou-ver, B.C., V6A 2T2.

level of intervention. However, the immediatebehavior of the subject(s), in conjunction withthe totality of circumstances will dictate the re-sponse options deployed. If the subject(s)chooses to comply, high-level presence, com-munication and follow-up control will not beexceeded. But if the subject(s) resists, you musthave viable, court defensible options at all lev-els.

Close Quarters Control Tactics skills mustbe simple, both to learn and to employ. Theyshould be based upon gross motor skills, giv-ing officers the ability to retain and effectivelyuse them under the stress of an actual entry situ-ation.

The number of techniques should be keptto a minimum in order to minimize responsetime (Hicks’ Law). Responses must be flexibleallowing officers to adapt them to a variety ofcircumstances. For example: operating in nar-row hallways, on staircases, on uneven terrainand in standing, moving and ground fightingsituations while wearing and carrying special-ized, cumbersome equipment. These CQCskills need to be tactically effective, specifi-cally geared to ending the resistance or aggres-sion in the shortest possible time frame so thatthe Team can keep moving to meet its objec-tive.

Generally, all members of an Entry Teamare actively armed which creates some specialconsiderations for CQC. Some Teams desig-nate an Empty Hand Control member for CQCpurposes, however this has potential seriouslimitations. For example, the designated mem-ber may not be the one who is attacked; theTeam may break into 2’s to search multiple ar-eas; etc. This means that all Team membersmust practice, consider and exercise weapondiscipline during CQC. Controlling the muz-zle, putting the weapon on ‘safe’ where possi-ble, and maintaining the finger outside of thetrigger guard.

Team members must also be conscious ofweapon retention issues for their dedicatedweapon and their sidearm.

Once a resistive subject is controlled theymust be effectively restrained, immediately, sothey can be passed off, removed, or safely leftbehind, and so they do not compromise the re-mainder of the operation either physically oraudibly. Obviously this is a critical “officer andpublic safety” concern! The use of flex cuffsand duct tape, in a trained manner, to maximallyrestrain and silence a subject is necessary andjustified under these circumstances.

Entry Team CQC Tactics should includekicks, stuns, strikes, weapon strikes, trip throws,weapon retention, and fast subject restraint.These skills must have the adaptability to beapplied at all angles, in a variety of environ-ments (hallways, up stairs, down stairs; intosmall rooms, in and at corners, on the ground,etc.). Of course it is imperative that all Teammembers practice these skills in full workinggear (having regard for safety in training!).

After covering all of the theory, basic ele-ments, and fluid drills, your CQC program mustinclude dynamic simulation in order to createrealism in training. It forces the Team to adaptthe learned skills to live ‘spontaneous’ situa-

tions that have built in safety mechanisms. It isthe closest we can get to the real world.

Remember, a dynamic entry into a build-ing, even when done in full ‘battle dress’, andwith the use of diversionary devices and tac-tics does not always ensure voluntary compli-ance. But as an Entry Team you cannot affordto be impeded or to deviate from your mission.Yet if facing clearly unarmed, but non-compli-ant or assaultive behavior, you may not be ableto justify the use of the firearm. You must havethe ability to control this type of behaviorworked into every entry plan. You must respondimmediately in accordance with your plan inorder to quickly and efficiently gain control sothat you may move to your objective.

You cannot do any less - people are count-ing on you!


R.v. Stenset (1999) (Alta. C.A.)Issue: After a police officer arrests an impairedriver, does the officer have a duty to tell theaccused person’s lawyer what the reasonablegrounds were for the arrest before the lawyeradvises the driver whether to take a breath test?Circumstances: The accused person wasstopped by the police and was arrested for im-paired driving. The right to counsel was readto the accused and he was transported to thepolice station. The accused selected a lawyerfrom a list of names. The officer dialed a

Officer need not answer lawyers’ questions after an arrest by Gino Arcaro number and spoke to a lawyer.

The lawyer asked the officer what the rea-sonable grounds were to believe that the ac-cused committed the offence. The officer de-clined to answer the questions. The lawyer thenadvised the accused not to take the breath test.The accused was convicted at his trial for re-fusing to provide a breath sample.

The accused’s appeal to the Alberta Courtof Appeal was dismissed for the following rea-sons:• the police have no obligation to answer ques-

tions to a lawyer, after an arrest relating to

Gino is a professor at Niagara College and au-thor of Forming Reasonable Grounds. If youhave questions regarding case law E-mail himat [email protected] or Fax 905 640-7547.

what evidence constituted the reasonablegrounds to arrest.

• a question that asks to explain what the rea-sonable grounds were for an arrest is not afactual question. The request involves morethan facts. It involves knowing what are therelevant legal rules.

• even if the lawyer had a right to ask purelyfactual questions of an officer, the officer hasno duty to answer.

Bill C-79, legislation to enhance the safetyand privacy of crime victims, was proclaimedin force December 1.

Its new Criminal Code provisions ensurevictims are aware of victim impact statements,and allows them to be read aloud in court; re-quires courts to consider victims’ safety in baildecisions; restricts the right of unrepresenteddefendants to cross-examine; permits judges toban publication of victims’ and witnesses’ iden-tity, and requires offenders to pay victim sur-charges.

Victims of Crime Bill

proclaimed in force

A man arrested outside a Yellowknife PostOffice for possession of a package of marijuanahas been found not guilty of trafficking chargesbecause police failed to advise he had a rightto speak to counsel immediately.

The man pleaded guilty to simple posses-sion of the drug and was given a fine insteadof the jail term he would otherwise have beenfacing.

Self-incriminating statements made to po-lice during the arrest on the street and subse-quent interrogations at the police station wereexcluded by Justice Brian Bruser of the Terri-torial Court Northwest Territories.

The judge found that the accused “knewhe had the right to talk to a lawyer, but not at

Accused not told of immediate right to lawyerthat time... the police said nothing to him aboutimmediately, right now or anything to that ef-fect...” the judge ruled.

After the accused incriminated himself, hewas quoted by the police as saying: “in thiswhole time I could have not said anything atall!” The judge stated that by this statement theaccused finally understood, although too late,his real situation with regard to legal advice.

The judge determined the accused did havehis right to counsel infringed and that all theevidence obtained via his conversation with thepolice was to be excluded. The Crown founditself with nothing more than a man with pos-session of a box full of marijuana. Accordinglythe accused plead guilty to this offence.


Most patrol officers can relate to the physi-cal aggravation that the modern-day 14 poundduty belt causes. After working a shift with thebelt tight around the waist officers can experi-ence a dull lower back pain, bruised hips (espe-cially on female members), the gun digging intotheir hip bone and rawness of the skin in the areathat the belt was rubbing. In addition to this pres-sure on the stomach, especially when sitting inthe cruiser, will often cause acid indigestion.

Over a number of years Ottawa CarletonRegional Police Constable Mark Scharfe noticedthat the discomfort and debilitating pain wascommon to all officers. Mark was spurred intoaction when he discovered his Police Associa-tion voted to have their premiums increased byover $20 per month to cover chiropractors andphysiotherapists. "I thought this was ridiculous,"Mark states. "But I did not realize how manyofficers had such trouble with their backs. Of-ficers that weren't going to chiropractors didn'twant to miss this coverage because they thoughtthey might need it one day. You would think wewere unloading boxcars of potatoes all day in-stead of riding in police cars."

In September, 1995, in an effort to solvethis problem, Mark made up a prototype set ofduty belt suspenders to balance the weight ofthe belt between his hips and his shoulders. Markfound that this permitted him to loosen off theduty belt so that when he was sitting in thecruiser, his stomach was able to expand. Mark’sdoctor suggested his indigestion was caused bythe tight duty belt, putting pressure on his stom-ach when he was sitting because it could notexpand. Although not possessing a washboardstomach any more, Mark was advised that thiswould be a common problem for many peoplewith a wide variety of body conditioning.

Over the next few months, Mark ironedout all the bugs to the point of having leathersuspenders to suit all aspects of the officer andhis/her duty belt.

Mark mentioned to his fellow officers thebenefits he personally realized from the proto-type suspenders. A number of them indicated thatthey had similar discomfort and suffering withtheir belt so Mark provided them with sets of sus-penders. He was quickly advised that they wouldnot wear the duty belt without the suspenders.

Officers were going to chiropractors ontheir days off, suffering with colitis, acid indi-gestion and bruised hips. One noticeable symp-tom is officers continually pulling their gunbelts up to relieve the pressure. Standing forhours during a shift can be extremely uncom-fortable. Getting in foot pursuits or walking thebeat are also obvious activities that can causeconsiderable discomfort as well.

Given his initial success Mark spoke withDeputy Chief Alex Mackie and requested fundsto have a number of officers tested at the MontfortInjured Workers Centre in Orleans, Ontario.Deputy Chief Mackie obviously rememberedvery well the aggravation of the duty belt andwithout question, authorized the testing.

Eight officers, encompassing a wide rangeof officer activity, were tested. Selection in-cluded considerations such as age, sex, and yearsof service. They were tested with and withoutthe police duty belt suspenders. The testing con-cluded that “the overwhelming majority of the

officers showed objective, measurable improve-ment in performance when tested wearing thebelt supports (suspenders). This correlates posi-tively with Mark’s subjective findings. Basedon the testing preformed it was discovered thatuse of belt suspenders improved physical per-formance, decreased pain, and increased self-reported ease of functioning.”

The Ottawa Carleton Region Police Serv-ice executive, on reception of this report, au-thorized the use of police duty belt suspendersto any member requesting them.

As with any change, policy had to be im-plemented because under no circumstances,were the suspenders to be visible to the public.Present procedures indicate that it is impera-tive that they be worn under a body armourvest or jacket because of the possibility that asuspect could grab them to disable the officer.Many members have found that even in thehigh humidity summer days they are more com-fortable wearing the suspenders.

On the advice of Blue Line MagazineMark contacted the National Research Coun-cil’s Canadian Police Research Centre (CPRC)in Ottawa with this new police product. As aresult, the CPRC is conducting a national sur-vey through their Technical Partnership Asso-ciates program on potential field evaluators ofthe suspenders. During Mark’s studies andother research several other benefits of the sus-penders include:• Officer’s clothing and appearance is im-

proved. Officers do not have to continuallytuck in shirts in the back because the sus-penders assist keeping them in place.

• The belt can be kept level and at the sameposition at all times. This eliminates the spacethat forms between the bottom of the vest andthe top of the belt. This is very noticeable onofficers issued with different coloured shirtsthan vests.

Mark states that he has found the threesizes, small, medium, and large, will fit allshapes and sizes of officers, both male and fe-male. Although he had considered making them

A new approach to police duty belt discomfort

from man-made woven nylon strap material,he found that to conform to the different sizesand shapes of individuals, a high quality leatherprovided the best comfort. Over time, the sus-penders do stretch, but are easily adjustable,much like a leather belt. The suspenders havea patent pending. Mark strongly feels that anyofficer that suffers from the duty belt shouldacquire these suspenders and take the invoiceto their Health and Safety co-ordinator for re-imbursement. To assist in this process a copyof the testing from the Montfort Injured Work-ers Centre can be obtained, as well as the com-ments of the officers that were tested. It is pres-ently being developed through the assistanceof the National Research Council of Canada.

The Duty Belt Suspenders are measuredby the distance from the top front of the offic-er’s duty belt (while officer is wearing his/herduty belt in a comfortable position) to the topof the back of the officer’s duty belt-over theshoulder. It is important to measure the distancefrom where you want the belt to stay. This maybe one or two inches higher than where it sitson your hips presently.

Sizes: Small 30" - 36" Medium 36" - 41"Large 41" - 47" Xlarge 47" - 53"

Instructions for police duty beltsuspenders

Further details may be obtained from the CPRCrequest for evaluation or contact John Arnold atthe National Research Council at 613 993-3737or by e-mail at [email protected]

Suspenders can be purchased from:Millennium Police Supply

4880 Baseline, Gloucester, Ontario K1G - 3N4Phone: (613) 795-2637

Fax: (613) 822-0482e-mail: [email protected]

web page www.magma.ca/~milenium

You may also buy the suspenders and speak toMark directly at Blue Line Magazine’s Response2000 Trade Show on April 18 and 19.


During their many yearsof working the skid row areaof Vancouver veteran policeConstables Al Arsenault andToby Hinton must have oftenthought that if young peoplecould see what a drug addict’slife is really like they wouldnever want to do drugs. Cst.Arsenault began to take thisthought into action when hebegan taking photos of thepeople and situations he cameupon. He found they were avery effective tool when mak-ing presentations to school stu-dents. It brought home the grim andugly effects of drug addiction.

The officers then decided to take this ideaone step further and film life in the DowntownEastside, the site of the worst drug abuse andHIV epidemic in Canada. This resulted in“Through a Blue Lens”, a National Film Boardof Canada production that is a graphic and re-alistic account of the life of drug addicts andthe “hellish existence” these people endure.

For one year seven officers, who callthemselves the “Odd Squad,” followed the livesof six addicts, interviewing people, filming lifeon the street and talking about their experi-ences. The film is sometimes freakish as theaddicts show the self inflicted damage theyhave done to their bodies, but more often it issad and touching as we see the drug addicts aspeople and their tremendous struggle with de-mons they cannot shake. Equally moving ishow it humanizes the police who found theirattitudes changing as they learned about theaddicts’ pasts, how they became addicted andhow they survive on the streets.

Through a Blue Lens begins with Cst.Arsenault showing high school students a pic-ture of a wide-eyed 18 year old girl. “Does shelook like a drug addict?” he asks. “No!” theyrespond. Then he shows another picture of thesame girl, six months later, her face covered insores, cuts and bruises and he states, “She’s onthe needle. She didn’t know she had an addic-tive personality. She does now.”

The message has hit home. The astounded

look of almost paralyzing shockon the students’ faces shows thepresentation has hit them wherethey live. It is these young peo-ple that the cops want to getthe word to. And the addicts onthe street want them to get themessage too.

The first time Cst. MarkSteinkampf met Carlee she hadjust called 911 and the policeand the ambulance were there,taking away her partner, John,who had just shot himself inthe face and would soon die.“At first she said, ‘No, I don’t

want to be interviewed. Whywould you want to interview me?’

I explained that it’s to keep kids awayfrom addiction of cocaine and heroin. And sheright away said, ‘Yeah! Yeah! I’ll do that.’”

The officers talk directly to the cameratelling of their experience, and the camera fol-lows them on the streets, down the back alleyswhere they come upon a young man who isobviously overdosed, sitting in doorway, mouthagape, eyes lifeless. The cops immediately be-gin to assist him, an ambulance is called, andnone too soon as he stops breathing and has tobe resuscitated. The message is clear, if youare going to do drugs, this is where you’re go-ing to find yourself.

Nicola, thin, pale, teeth missing, hair atangle of filth, is chowing down on food theofficers have bought for her. She wanted moneyfor a meal, but they insisted on taking her to anearby restaurant. “I certainly didn’t knowwhen I was 15 years old and somebody stuckthe first needle in my arm that it was as addic-tive as it is,” she says between mouthfuls. “Itwas a joke. It was a game. I had a 39-year-oldinject me with the first shot of cocaine I everhad. I swear to God if anybody ever did that tomy kid now, I’d probably have their fingersbroken once a week. That’s just how I feel.”

What touches the officers is that most ofthe drug addicts, with the scared faces, theemaciated bodies and the addiction they can’tkick, were normal young people. Randy wasan excellent athlete, they show a photo of himas a young man getting into his hockey gear.He might have had a pro hockey career - if it

wasn’t for drugs. Others played with dolls, justlike normal children, because they were. How-ever, once they started doing drugs their liveschanged, and for most of them, irrevocably. Thesuffering, the deterioration, the wounds theiraddicted, living on the streets lifestyles inflictson their minds and bodies, is sometimes horri-fying, always painful and something they bat-tle with, but usually can’t escape.

“We asked them - did you intend to be-come a drug addict?” says Arsenault. “And theytell us, no, we came down here to party for awhile, or we just wanted to mask the pain. Andnow we’re in a living hell.”

You want to look away when the officerasks Carlee to show her wounds, and the cam-era moves in close to show the ugliness thatshe has inflicted on herself. When she’s highshe sees bugs on her arms and she picks at them.She picked away her flesh as she couldn’t leaveher wounds alone long enough to heal. It is dif-ficult to imagine Randy as having been an ath-lete when you see him writhing on a Vancou-ver street in contorted motions that look any-thing but athletic. Randy’s body is deteriorat-ing on him. A small cut on his leg spread into alarge and festering wound.

Working in the Downtown Eastside is hardon the police, and Through a Blue Lens showstheir human side. Many of them burnout afterjust a few years on the beat but whether theystick to the job or leave, it has an effect on them.

“When I first started working down herethey were all just addicts, hypes and trash... es-sentially human garbage,” Cst. Len Hollingsworthexplains. “Just a waste of society’s money andtaxpayers’ dollars. But when you get to know alittle bit about these people and their stories, youcan’t help but have compassion for them. Thesepeople have mothers and fathers that love them,just like we love our children.”

You may find your own perspective chang-ing as the film brings you into personal contactwith the addicts. You may have nothing butloathing for them when you see them writhingon the ground in drug-induced hallucinations butwhen you hear their stories, when you see thepolice officers dealing with them in a kind andhumane manner you’re reminded that they arehuman and not just drug addicts. As you followtheir stories you no longer think of them as drugaddicts first and people second, just people whohave got themselves into a hellish nightmarefrom which their is no escape.

“I’ve turned into a bit of a softie in deal-ing with some of these people,” admits Cst.Toby Hinton. “I was a lot more hard-nosedwhen I first came out of the academy. But nowI understand that there’s a hell of a lot more topolicing. If you want to police a neighbour-hood, you want to take ownership of it. Youwant to become part of the solution.”

The Odd Squad peers “Through a Blue Lens”

For those wanting a copy of the video theycan phone the NFB at 1-800-267-7710. It willbe available from mid December. Cost is$39.95 if it is to be used for a public showingand $19.95 if it will be shown in the privacy ofyour own home.

by Floyd Cowan


The police chaplain’srole has changed dra-matically in the past twodecades. Police chap-laincy used to be a cer-emonial function untilthe 1980s, with thechaplain called upon todedicate the occasionalpolice building or to sayblessings at police-re-lated functions.

This is not so today. Most chaplains, likemyself, are volunteers. In Canada, there areonly two full-time, paid police chaplains, serv-ing the Edmonton Police Service and the Que-bec City Police.

The police chaplain today is a trained pro-fessional who works with police in serving thecommunity and attending to the officers andcivilians employed by the police force.

Chaplain John Price of the AlbuquerquePolice, a founding member of the InternationalConference of Police Chaplains, said in aspeech to chaplains: “Response in crisis is thecalling of the police chaplain. Response toGod’s call is his daily fare. He is a person whobrings to the lost, the least, the lonely, the loveof God. Here is the arena of life, and here, peo-ple are battered and beaten and questioning theexistence of God.

“Here, by all the Jericho roads, lie all thevictims that the frightened and fearful wouldpass by. Here in the gore and the grime, peoplecry that God, if He does exist, doesn’t care.This is where the chaplain lives.”

Just what are some of the responses that apolice chaplain must make?

Looking at the Thunder Bay police chap-lain’s logbook for the past year or so, we get aglimpse into the work both of the police andthe chaplain.

The past year (1997) began with threehomicides in the first month. The year was lessthan two weeks old when a double homicideoccurred and then as January ended, a thirdmurder took place. The third murder was thatof a 19-year-old gas bar attendant. Blair Aitkenswas closing up the Can-Op station when he wasshot. He was rushed to hospital and the watchcommander called me to go to the intensivecare unit.

Blair died almost immediately, but his fam-ily wanted their son’s organs donated to othersin need. I spent many hours with the Aitkensfamily in the intensive care unit and then at theirhome. The family did not have a church affilia-tion and requested that I take the service.

The community was rocked by this tragicevent and I found myself ministering not onlyto the family, but also to Blair’s many friendsand, to a lesser degree, to the entire commu-nity. As it turned out, the same man had com-mitted all three murders, and he subsequentlypleaded guilty and was sentenced to life inprison with no parole for at least 25 years.

One of the common calls that come tochaplains is to accompany a police officer tomake a death notification. When a person diesas a result of a traffic or industrial accident, thepolice must be the bearers of bad news. It isprobably the task that officers dislike most.

There is no easy way to tell someone thata husband, son, father, wife, daughter, or motherhas died. People go out the door to their day’swork and, unfortunately, there are those whonever return. The chaplain accompanies the of-ficers to give this terrible news, not becausethe chaplain can do it any better, but to try tooffer comfort and assistance to the bereaved.

It is the role of the officer to make sure thatthe family’s questions regarding the cause ofdeath are answered. The officer knows the factsof the case. The chaplain is there to help the fam-ily contact other family members and the clergyperson who may be able to assist the family.

In many cases, the family will ask for aprayer and help right at that time.

The most frequent calls for death notifi-cation are after suicides. No two suicides arethe same. There was the man who took his lifein the police parking lot. Another overdosedon drugs. Others use guns. One young mansoaked himself with gasoline and struck amatch. Just before Christmas, a young womanhanged herself. Another died of carbon mon-oxide poisoning.

In many of these cases, be it murder, ac-cidental death, or suicide, the officer who isinvolved may also need comfort and help incoming to grips with the dark side of his or herprofession.

It is not easy to see what happened whensomeone has shot himself, or after a young boysets fire to himself. It is not easy to have to goout to a quiet home and tell a family that a sonhas been murdered. It is not easy to pick upwhat is left of life at the scene of an accident.And then there are others who need ministry,such as the man who tried to smother the flameson the burning boy.

On ten evenings in the past year I foundmyself in the passenger seat of a Thunder BayPolice cruiser. These evenings are called ride-alongs. They give me an opportunity to under-stand the stresses of life as an on-duty policeofficer.

Many evenings the calls are routine, butsometimes I find myself ministering to peoplein their homes as we answer calls. The callsrange from breaking and entering to domesticabuse, to a teenager who has trashed a home orapartment. And there are always calls to barswhere trouble has erupted.

In some cases, things quiet down whenthe troublemakers see a priest. In other cases,the chaplain has the job of picking up officers’hats that go flying in the scuffle.

As the year ended, I was called to testify atthe coroner’s inquest into the death of a youngman who had taken his own life, as I had beenone of the persons who had negotiated with him.

Listening again to our taped conversations

Police Chaplaincy - A ministry in blue to God’s peopleby Michael Dunnill

Rev. Michael Dunnill is an Anglican priest serv-ing as honorary assistant in the parish of St. Johnthe Evangelist in Thunder Bay Ont. He has beenchaplain to the Thunder Bay Police since 1988,as well as to the Thunder Bay Police Associa-tion. He is a recipient of the John A. Price Excel-lence in Chaplaincy Award and a founding mem-ber of the Canadian Police Chaplains Associa-tion. For further information you may contact himat 807 768-0457.

and our pleas with the young victim, the nego-tiators and I were overcome by our unfortu-nate failure to convince this young man that hewas loved.

There are also pleasant tasks for a chap-lain. From time to time officers have asked meto officiate at their weddings. I am also askedto speak to community groups, service clubsand churches regarding police chaplaincy.

There are times when I am called uponfor confidential counselling.

It has been my practice to pray with theofficers each Thursday morning at briefing be-fore they head out to the streets. Throughoutthe year, many members of the police service,sworn and civilian, have brought their prayerconcerns to me and these are remembered aswe gather on Thursdays. I feel that this actionhas been of benefit to all as we come to thinkof ourselves as a “police family.”

On a sad note, this can also mean com-forting officers and their families when lovedones die. Towards the end of the year I spentmany hours with a retired officer who was dy-ing of cancer. And, as 1998 began, one of myfirst duties was to bury that man.

On the last Sunday of September, the an-nual Police Memorial Service is held on Par-liament Hill. As many of our officers never havethe opportunity to attend this, I have held a simi-lar service in Thunder Bay for the past six years,going to a different church each year.

At the annual training seminar of the Inter-national Conference of Police Chaplains (ICPC)in Duluth, Minnesota, in July, I was elected tothe office of first vice-president, having servedtwo years as second vice-president. The ICPCis a worldwide, professional organization ofmore than 2,000 chaplains in 12 countries. Therewere more than 350 chaplains in attendance fromCanada, the United States, Jamaica, Australia,Great Britain, Zimbabwe and Kenya.

I also attend the annual training seminarof the Canadian Police Chaplains Associationin Niagara Falls in October. Much of our in-struction has been on problems inherent to gam-bling casinos. There are several new social andcriminal problems that accompany the intro-duction of a casino to a city or town.

This article is based on my annual reportto the Thunder Bay Police Services Board, inwhich I acknowledged with thanks the patienceand understanding of my wife, Marilyn. Hersupport allows me to spend the volunteer timeand effort necessary to make this chaplaincyeffective.


As long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in needAs long as there is a child in need

On a cold, rainy morn-ing in September, the

sixteen member po-lice bicycle relayteam embarked ona 3,200 kilometrebicycle trek toB r o w n s v i l l e ,

Texas, a border city at its most south-ern boundary with Mexico.

Having traversed our countryfrom coast to coast in 1995 and 1997,raising over $75,000 on behalf of theChildren’s Wish Foundation, the re-lay team was looking for a new chal-lenge. With the excitement and inter-national flavour of travelling toMexico, the team voted quickly totake on the “North American Tour”challenge. Our team chose this slogan to de-note our anticipated accomplishment of visit-ing Canada, U.S. and Mexico on bicycles.

The dismal weather which bid us farewellthe morning of September 5, was a stark con-trast to what was awaiting us as we pedalledour way south. Torrential downpours, spectacu-lar lightning shows, and stifling heat were someof the obstacles we had to contend with in or-der to complete this momentous ride.

The trek from Winnipeg through Northand South Dakota proved all too familiar. Flatprairie, after prairie, after prairie, and more prai-rie. But we were thankful because it made foran easy start to the ride. I only wish someonewarned us about the American breed of mos-quitoes.

On each stop to change riders, we weregreeted by hordes of the pesky insects, buzz-ing, biting and causing you to wish for a rela-tively peaceful night in a water filled ditchsomewhere in Winnipeg.

Leaving the Dakotas we travelled southwithout too much excitement to the land of cornand more corn, Nebraska. Some of our mem-bers had their mitts poised, waiting to see base-ball players emerging from the endless fieldsof corn and challenge us to “play ball”. Unfor-tunately, none of us got the chance to hit thathome run.

Then it was on to Kansas. It certainly hada different kind of surprise in store for us. Weknew that this was the prime tornado region,and yours truly was praying none of us wouldend up joining Dorothy and Toto in Oz.

But instead of tornadoes, our night riderswere greeted with a torrential downpour, 60mile per hour winds, and a lightning showwhich just didn’t know when to quit. It wasabsolutely spectacular. Still, we couldn’t helpbut feel apprehensive each time we saw light-ning strikes sending sparks flying off in thedistance.

As long as there is a child in needCops’ North American tour bike ride raises over $35,000

by Devon Clunis

A little southern flavourThe team was lucky to have the company

of a state trooper throughout the night. He ad-vised when the lightning was getting too closefor comfort, forcing us to take cover under anoverpass at one point. Then it was out of therain and into the heat.

The first real signs of heat came whenwe entered Texas. The best description for theweather was, HOT, HOT, HOT. At least that’show I felt basking in the glorious tropicalweather. Thanks to the sponsorship of CocaCola and Wal-Mart the team was supplied withample water, PowerAde and snacks to get ussafely through the heat-zone.

Along with the heat, the team was hop-ing to catch a glimpse of the elusive Texasarmadillo. Sad to say folks, we saw plenty ofthe critters, but they were all flat; a.k.a. roadkill. We saw all kinds of dead things in Texas.We saw things we didn’t even know existed,and still don’t know what they were.

I got the feeling that neither man, nor beastwas safe alone on the roads in Texas. Knownfor executing more convicts than any other statein the U.S., they can also include “more roadkill” to that infamous honour. But when itcomes to hospitality, you can’t mess with Texas.They treated us like true celebrities. The broth-

erly receptions we received from policeagencies throughout the states gave us alot to think about.

From Winnipeg toBrownsville

For the majority of our ride through-out Texas, we had police escorts. Hou-ston Police alone provided five cruiserswhich accompanied our members foreight hours throughout and around theHouston area. Individual county officersescorted us from county line to the adja-cent county, where a jurisdictional officerwas waiting for our arrival.

The team had a paradise momentin Corpus Cristi where we stayed at afabulous hotel right on the beach. It wasa tough decision choosing betweenswimming in the Gulf of Mexico or inthe massive swimming pool.

The City of Brownsville sent a contingencyof bicycle, motorcycle and patrol units to greetus twenty miles outside the city, and escortedus right to the U.S. / Mexico border. There’snothing quite like the feeling of camaraderie ata time like that. It truly served to remind us ofthe strong invisible thread that binds law en-forcement officers.

Are we there yet?The team arrived in Brownsville at 4:30

p.m., Friday, September 10, and ironically thisis where we received the most attention fromWinnipeg media. CBC Radio called us and con-ducted a radio interview with Bob Keber at theU.S. / Mexico border.

The team spent the following two days inBrownsville and experienced a little of the south-ern flavour. A highlight of the stay was an expe-dition to the Mexican border town ofMatamoros, which was within walking distanceof our Brownsville hotel.

The reality of life in Mexico, simply a hun-dred yards or so away from a prosperous U.S.city, gave you a humble appreciation for yourpersonal circumstance. You can find little tocomplain about when you see the conditions inwhich these people live. Each one of us sharedthe same sentiment that this is something everyCanadian should see first-hand. We would real-ize what a truly wonderful country we have andnever again take any of it for granted.

As we sat around the swimming pool at ourhotel and reflected on the journey; the difficultstretches of highway, the storms, the heat, theaches and pains that some of us experienced, itwas clear to us why we continue to do what wedo. It’s our hope that the result of our efforts;over $35,000.00 raised on this trip, gives a childa moment of rest from the hardships they en-dure, as they face difficulties and challenges fargreater than any we face.

The Winnipeg Police Bicycle Relay Teamis committed to continuing its ride as long asthere is a child in need.

As long as there is a child in need

Clyde Raven and members of the Waco Police Bicycle Unit


A police service’screativity draws commu-nity resources to it.

The unlikely partner-ship between the WaterlooRegional Police Service,an artist, and a motorcy-cle manufacturer providesa good example of this.

In 1998, the Water-loo police force celebratedits 25th anniversary. Thepolice service was formedin 1973 through the amal-gamation of eight munici-pal police forces withinthe boundaries of thenewly formed region ofWaterloo, Ont. As part ofthe various activitiesplanned to celebrate thesilver anniversary, a wellknown local artist wascommissioned to producea painting that reflectedthe police service’s richheritage.

For more than 30years, Peter Snyder hasdemonstrated his versatil-ity in paintings ofMennonite country life aswell as in scenes fromacross Canada and Eu-rope.

The background set-ting of Waterloo’s anni-versary painting is the lastremaining covered bridgein Ontario, a popular tour-ist attraction located in thevillage of West Montrose.Entitled “Conversationsby the Covered Bridge”,the painting captures thereality of grass roots po-licing in a rural setting.

Depicting a WaterlooRegional Police officergiving a tourist assistancewith directions, the painting is representativeof both the police service’s community valuesand motto, “people helping people”.

When Sgt. Paul Driedger went to theSnyder gallery in April 1999 to pick up his copyof the framed print, he spoke to Doug Snyder,the artist’s brother and business partner.

Driedger told Doug that Peter shouldconsider creating a companion for the origi-nal print based on a traffic officer with a mo-torcycle. Driedger was a member of the traf-fic branch at the time, and had experiencedfirst hand the public relations value of a po-lice motorcycle.

Driedger explained to Doug how theHarleys draw a great amount of interest andattention from both adults and children.

An exercise in community partnership

“An officer is much more approachableon a bike than in a police cruiser,” Driedgersaid. “A police motorcycle is instrumental forcreating a positive atmosphere with people inthe community.”

The idea of a second police-related projectseemed to interest Doug. He asked forDriedger’s business card for future reference.

Little did the officer know that this meet-ing would develop into a most unlikely part-nership.

Shortly after the initial conversation, theSnyders invited Driedger and his supervisor tomeet with them and discuss some options for asecond painting.

After subsequent meetings, the project be-gan to take shape. The group thought that be-

cause of the significant his-tory the Harley-Davidsonhad in policing, the com-pany might be interested inparticipating in the projectas a corporate sponsor.

Driedger contactedBruce Lewin, the logisticsand service director ofFred Deeley Imports Ltd.,the exclusive Harley-Davidson distributor forCanada.

The sergeant invitedLewin to join an informa-tion gathering session withthe partners. Lewin likedthe idea of participating inthe project and was espe-cially pleased to have theopportunity to give input atthe preliminary stage.

Planning the contentof the painting involvedseveral brainstorming ses-sions that led to revisionsof the original draft con-cept.

As the meetings pro-gressed, the partnerslearned that Harley-Davidson’s primary char-ity, the Muscular Dystro-phy Association, wouldalso benefit from theproject.

Although the policeservice’s participation inpartnership with theSnyder Gallery andHarley-Davidson was anunlikely combination, itnever the less turned out tobe very productive inmany ways.

The final product, en-titled “Community Serv-ice”, depicts a traffic of-ficer at an intersection as-sisting with a parade.

“The concept, represents the community,young and old, coming together for a little fun,”Driedger said. “Something that ordinary peo-ple can relate to.

“This project is only one example of themany opportunities that exist for police organi-zations to promote themselves in their commu-nity. Would anyone have normally thought topartner a police agency with an artist and amotorcycle manufacturer? Only your own crea-tivity limits the community resources that areavailable to you.”

Both prints are available for purchase at theSnyder Gallery in Waterloo, Ont.

For information call 1-800-265-8928


Increased public awareness and legisla-tive changes are needed to reduce the numberof motorists who repeatedly drink and drive,according to an Edmonton police officer.

“The first step in initiating any solutionor problem solving is to identify the existenceof a problem,” said Cst. Darrin Balanik, whopublished a report on hard-core impaired driv-ers in March 1998.

Hard-core impaired drivers are alcoholdependent individuals who habitually operatea vehicle while intoxicated. The threat of ar-rest, prosecution and punishment doesn’t de-ter this individual from getting behind thewheel, often with blood alcohol concentrationsthat exceed 150 mg%.

Balanik says tougher penalties and legis-lative changes that define the hard-core drunkdriver are needed to combat this type of offence.

“The most important recommendation,especially on a national level, is to specificallyidentify the hard-core drunk driver within theCriminal Code, as well as identifying specificsections within the Criminal Code that woulddirectly affect this individual.”

In his report, which was prepared for theTraffic Committee of the Canadian Associationof Chiefs of Police, Balanik recommends thatoffences such as drunk driving causing bodilyharm, drunk driving causing death and impaireddriving should carry increased penalties for of-fenders who are classified as hard-core drunkdrivers.

The report also included proposed legis-lative changes which were presented to theHouse of Commons by the CACP during a re-view of impaired driving legislation.

However, Balanik’s recommendationsdon’t just relate to law. The eight-year policeveteran has called for increased public aware-ness regarding the dangers of impaired drivingand the gravity of the offence.

A 1997 report by the Canadian Centre forJustice Statistics found hard-core drunk driversmake up less than one per cent of motorists onthe road at night during weekends, but theirchances of being involved in a serious collisionare hundreds of times greater than for sober driv-ers or drinking drivers with low blood alcoholconcentrations. Add to this the fact that anAmerican Automobile Association study showedthe average impaired motorist drives under theinfluence 1,380 times for every drunk drivingarrest and Balanik’s point becomes clear.

“The hard core impaired driver is not aperson who makes a mistake and gets caught,”he said. “They’re an alcohol dependent indi-vidual who needs treatment.”

Balanik’s report suggests that police canhelp reduce the number of hard-core drunkdrivers by making contact with them on a per-sonal level.

In Edmonton, citizens are encouraged tonotify police of suspected impaired driversthrough an ongoing campaign dubbed Opera-tion Look-Out. If police fail to locate the sus-

pect vehicle on the street, a formletter is mailed to the registeredowner. The letter informs theowner that the vehicle was seenbeing driven in an erratic manner,possibly indicating that the driverwas impaired. If the same vehicleis reported to police on three oc-casions, an officer contacts theregistered owner in person.

“My recommendation ismore of a pro-active solution,”Balanik said.

An officer should be as-signed to meet with the registeredowner of a vehicle on the first re-port of erratic driving in caseswhere the vehicle is associated with a hard-coreimpaired driver, the report said.

“A personal visit allows the police mem-ber to identify these persons, where they liveand other vehicles at their disposal. This visitmay also encourage the individuals to re-ex-amine their behaviour.”

However, the pro-active approach takes timeand police officers cannot spend their day con-centrating on one type of offence. But reducingthe amount of time it takes to process an impaireddriving case would allow officers to stop moreoffenders and still respond to other calls.

“The biggest obstacle in dealing with (im-paired drivers) is the time commitment,” Balaniksaid. “Most impaired drivers are on the streetduring weekends between 10 o’clock at night andfour o’clock in the morning and unfortunatelythat’s when our high-priority calls come in.

“When we’re the busiest - that’s when themost impaired drivers are on the street.”

Using roadside evidentiary devices couldbe beneficial in some cases, Balanik’s reportstates.

“Depending on the size of the municipaldistrict, the use of a portable breath evidentiarydevice might save a great amount of time,” thereport said. “In a rural detachment, members maypatrol highways one or two hours travelling dis-

tance from the police station. Aportable instrument would be in-valuable not only as a time saver,but also to obtain a breath samplewithin the (three) hour limit.”

But the report also says thereare a number of factors that couldnegate the benefit of having sucha device.

Each patrol vehicle wouldhave to be equipped with a cellu-lar phone because suspects havea right to a private conversationwith a lawyer. This means an of-ficer would have to stand outsideof the police vehicle so not tooverhear the conversation. In

some parts of Canada, where winter tempera-tures can drop below -35 C, an officer couldbe standing in the cold for a long period of time.Limited cellular coverage in rural areas mayalso present a problem.

The time required to write an impaireddriving report was another major factor,Balanik said.

“There is so much case law on (impaireddriving) that you have to take some time andwrite a very good report so that you leave noth-ing out and there’s nothing in question whenyou go to court.”

The Ontario Provincial Police have lookedinto this and developed a software program thatwill reduce the time required to complete pa-perwork. However, the program is currentlyonly being used in the Greater Toronto Areaand there are no plans to expand its use.

Balanik’s report, which makes 15 recom-mendation on how to combat hard-core drunkdriving, has gained a lot of attention since itwas published last year. He received an hon-ourable mention for his work in August at theCACP’s annual police awards for traffic safety.

Putting the brakes on hard-core drunk driversby Blair McQuillan

Cst. Darrin Balanik

To obtain a copy of the report, or for moreinformation on hard core impaired driving,

contact Cst. Darrin Balanik at 780 426-8100.


Dalhousie University

Henson College, Dalhousie University

6100 University Avenue

Halifax NS B3H 3J5 Learning Solutionsfor a Changing World

V Problem-Oriented PolicingV Police Leadership and Management DevelopmentV Communication Skills for Police PersonnelV Budgeting and Financial ManagementV Policing and the Law of Human RightsV Legal Issues in PolicingV Coaching for Police (includes a 3-day workshop)V Police Human Resource ManagementV Advanced Police Leadership

www.dal.ca/~henson/cert-pl.html

“Community-Based Policing is an excellent course! Theassignments provide a basis for the establishment of aplan to apply Community-Based Policing to your specificdepartment and community.”

To obtain a brochure or Registration Form, call our Information By Fax line at 1-800-932-0338 or locally at 481-2408 and request Document #0211. For more information,call Sherry Carmont-MacBean, Program Manager at (902) 494-6930 or write to Sherryvia e-mail at [email protected] or to the address below:

Courses begin January 31! Other courses in thisunique distance education program include:

Garry RothSenior Constable

Leduc County Constable ServicesAlberta

Any “irregular” shift, particularly one thatincludes night-time work, disrupts the work-er’s natural body rhythms. A poorly designedschedule can cause acute fatigue, sleep distur-bances, gastro-intestinal disorders and otherhealth problems, not to mention a disruptedsocial and family life. This results in a highrate of absenteeism and low employee morale,and affects productivity.

Shiftwork design should be a collabora-tive effort between management and employ-ees. The process involves the following:

Analyze the company’s operational require-ments. What are the company’s expectationsin terms of productivity, costs and savings? Willshifts be fixed or rotating? How will shifts bestaffed? How will communications and main-tenance be handled?

Survey the workforce. If workers have ques-tions about the new schedule, obtain the an-swers from management. Workers should beasking about shiftwork policies and procedures.

Find out workers’ preferences, and discusstheir feasibility. Workers might be unaware ofchanges necessary to protect their health dueto shiftwork demands. For example, twelve-hour workdays may appeal to some because ofthe extra pay and long blocks of time off, butcan have serious health effects on the worker.

A study of authoritative Occupational Health& Safety resources, (see sidebar this page) re-veals these commonly accepted shiftwork prac-tises. Try to address all of these practises whendeveloping policies and procedures:• Reduce night work as much as possible. The

more consecutive nights worked, the morerest time should be allowed before the nextrotation.

• If rotating shifts are necessary, schedule rota-tions every two or three days if possible.Shorter rotations minimize hormonal disrup-tions to the body, and prevent fatigue frombecoming chronic.

• Always change shifts “ahead” and not “back-ward.” Rotate from mornings to afternoonsto nights, and not the reverse.

• Always maintain the same sequence of restand activities regardless of which shift youwork. Always get a full period of sleep justbefore the next work shift so that you arerested and alert for work.

• Don’t start a shift before 6:00 a.m. The bodyis at its lowest peak just before sunrise. Earlystarting times are associated with higher ac-cident and error rates, fatigue at work, andineffective sleep.

• Allow enough breaks to recover from fatigueduring the shift. Workers must be allowed 10to 15 minute rest breaks. The job should alsoallow workers to change position now andthen, stretch, close their eyes or look some-where else for a few seconds.

• Keep schedules as simple and predictable aspossible. Inform staff well in advance ofschedules.

• Allow as much flexibility as possible. Con-sider individual needs and preferences. Forexample, workers over 40 have more diffi-culty adjusting to night shift.

• Customize shifts according to tasks. Sched-ule shorter shifts and longer rest breaks whenwork requires intense mental effort, hardphysical labour or toxic exposure.

• Provide suitable facilities to maximize theworker’s safety and comfort. At the very least

ensure good lighting and ventilation; minimalisolation; and appropriate first-aid facilities.

Implement it on a trial basis once ashiftwork schedule has been established. Pro-vide training about lifestyle adaptations, workload, pace and procedures.

Evaluate the success of the new scheduleby monitoring health and safety. Pay attentionto changes in accident rates, health levels andespecially fatigue.

There’s no such thing as a perfect sched-ule, however collaborative efforts will certainlypay off for all parties involved since workersatisfaction and productivity go hand in hand.

SHIFTWORK - FIRST OF A FOUR PART SERIES

Designing a tolerable shiftwork schedule

Certificate in Police Leadership

Excerpt from Canadian Occupational Safety Magazine

The Canadian Centre for Occupational Health andSafety (CCOHS) Publications include RotationalShiftwork and The Extended Workday Free Inquir-ies Service 1-800-263-8466

CCH Canadian Limited Master Labour Guide - AGuide to Canadian Labour Law Phone 1-800-268-4522

The U.S. National Institute of Safety and Health(NIOSH) produces a wealth of health and safety in-formation products including: Plain Language AboutShiftwork a free publication Phone (513) 533-8328.

NIOSHTIC® a CD-ROM database available fromCCOHS at 1-800-668-4284.

RESOURCE


The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”The “Human Element”

Sooner or later, we all endure trauma orcrisis in our lives; it’s part of being human. Aslaw enforcement professionals, however, youexperience more crisis situations in the courseof a workday than the rest of us will likely seein a lifetime. It’s an occupational hazard; lawenforcement is a high-risk profession. But, thatdoesn’t mean you ever get used to trauma, orhardened to it. It certainly doesn’t mean thatyou should! What it does mean is that thosewho work in law enforcement need to acquirenew skill-sets which focus on:1.Taking care of victims; and2.Taking care of yourself.

While the seasoned front-line professionalmay think he’s “seen it all,” every situation isdifferent, and each person reacts differently tothe situation. If you believe you’ve seen it all,then you won’t be giving each situation theunique focus it deserves, and you may be en-dangering yourself or others.

With “pro-active” trauma managementtraining, you learn what to look for, how to dealwith it, and how to prevent it. “Re-active” traumatraining helps you accept what has happened andyour reaction to it, and teaches you how to live“with” the experience, not “because” of it.

Victim “human element” concerns

Aside from the obvious victims of thecrimes and disasters you encounter, there aremany other victims in your line of work: yourco-workers, your families, and you.

Even if you haven’t experienced the trau-matic situation first-hand, you may be affectedby it. You may hear about an incident from oth-ers or in the news. Things may come out ininterviews with victims or those accused ofcrimes. Sometimes an incident will open an old,unrelated wound. Whatever the cause, it can bedifficult to admit when you need support. Per-haps you think if you “tough it out” and it willget better. Often it doesn’t. Do you know whenyou need help and how to ask for it?

As well, most people are somewhatstressed by the time a law enforcement profes-sional has to be called in. Chances are, they’realready angry, perhaps a little fragile, and mayneed to be handled with kid gloves. Do youhave the necessary training and skills to ac-commodate them? Could you alleviate the“hostility to change” often felt by a person in aloss situation? Are you aware of the signs andsymptoms of a co-worker who needs help indealing with their experiences? Are you com-fortable with helping them? Do you know howto get them to talk and do you know how tolisten? Do you know how to get the best pos-sible interview from a victim?

“Human element” thinking means person-alizing your reaction for the unique situation.It doesn’t necessarily mean that you have tocry with the client, or give them everything theyask for. It does mean that you should adjustyour line of thinking from a rigid proceduralpoint of view, to being more flexible, learninghow to say “no” without quoting law, and re-maining firm without appearing inflexible. Thisis a tall order, but it can make the differencebetween a typical situation and one that devel-ops into a crisis.

Taking care of YOUToday, more than ever, law enforcement

professionals need to know how to take careof themselves when faced with stressed-out,devastated, angry, frightened, or hostile peo-ple. Budgetary cut-backs translate into longerhours and heavier responsibilities for everyonedown the line. Sometimes that means less sup-port and more reactive decision-making. Aswell, any ill feelings or pent-up anger towardyour profession will likely be directed at you

in a crisis situation.

Trauma management trainingThe good news is that both pro-active and

re-active training, designed specifically for lawenforcement professionals, is readily available.In fact, many workshops are customized to meetthe unique and very specific needs of the re-questing organization. As well, through “auto-pilot” training, specific risk management tech-niques can be implemented to help your organi-zation react automatically in times of crisis.

A myriad of programs are available toteach you about trauma and crisis. You canlearn about:• the phases of trauma• the different stages of anger and the appro-

priate defusing techniques• sensitive communications (death notification,

suicide intervention, how to deal with survi-vors

• the importance of taking care of yourself dur-ing and following a traumatic incident, orwhen helping others through their trauma

• techniques to help get the best victim inter-views

• supporting co-workers after a crisis• communicating properly, rather than victim-

izing with words• safe practices and potential triggers for vio-

lence during a home visit• victim responses and how to understand them• being “victim sensitive” (avoiding misunder-

standings and complaints) and• fostering a healthy and productive recovery.

One thing we need to learn is that weshould support the field in the manner in whichthey “need” support, rather than offering whatwe “think” they need.

To be human is to experience “crisis”, andwhether an incident is positive or negative, itbecomes part of who we are. As law enforce-ment professionals and civilians alike, we needto attain the necessary skills to embrace the badwith the good. We have to cease to be afraid ofwhat may come, and decide to handle what is.

It goes without saying that effectiveTrauma Management Training is essentialequipment for those who have made the lawenforcement profession part of their lives.

Trauma management training for law enforcement professionals

by Laurie M. Martin, CTS

Trauma Management Training Services Ltd.(TMTS) is dedicated to helping individuals andorganizations understand trauma, be preparedin case it happens, and survive it if it does. Usinginternational award-winning videos, highly-ac-claimed training programs, and unique productsand services, TMTS offers pro-active training andre-active support. Laurie M. Martin, CTS is Presi-dent of Trauma Management Training ServicesLtd., based in Guelph, Ontario. For more infor-mation on their training video and programs,please call: 1-800-345-4168, fax: (519) 824-0901,or e-mail at [email protected].

The “Human Element”The “Human Element”

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R Nicholls Distributors

Blue Line Symposium will give you a new vision for policing

Don’t miss this important op-portunity to expand yourknowledge, understanding andskills. Blue Line Magazine’sannual trade show, ‘Response2000’, will be taking on an en-

tirely new dimension this year. In addition tothe vast array of products and services dis-played in the trade show, registrants will begiven the opportunity to attend a series ofcourses that will broaden their knowledge in awide range of topics related to the law enforce-ment profession.

Each course will consist of one-half day ofinstruction by qualified leaders in a variety ofpolice disciplines and expertise. These sessionscan be attended either singularly or in totalityaccording to individual interests. All courseswill require pre-registration. Registrations ineach course will be limited to allow for groupinteraction.

Course I - Investigative Interviewing TechniquesThis practical course is applicable to all aspectsof law enforcement and will be presented byGord McKinnon the author of InvestigativeInterviewing. Gord, an experienced instructor,has experience in a multiple of areas includinguniform patrol and criminal investigation aswell as specialized areas including underwatersearch and recovery, fraud investigation, andintelligence.

Course II - Positive DisciplineHow to criticize so that the recipient will thankyou for it, will be taught by consultant and au-thor Terry Barker. It is geared towards man-agement and administrative personnel to cre-ate a positive work environment for all staff.Terry is the author of Boss Talk and The FiveMinute Police Officer and is a regular column-ist with Blue Line Magazine and instructor withthe Police Management courses at DalhousieUniversity.

Course III - Critical Incident Stress Management.Murray Firth, a leading expert in Basic andAdvanced Critical Incident Stress ManagementTraining, will be the facilitator covering thearea of critical incidence management and howto deal effectively with it. Topics will include:Suicide by Cop, Officer Suicides, Police Shoot-ing Incidents and No-Shoot Situations, Justifi-cation of Deadly Force, and the unique respon-sibilities of an incident commander.

Course IV - The New Face Of Policing - Face IKeith Taylor, President of Perivale & TaylorConsultants, will address legal issues of polic-ing in the 21st century and concepts surround-ing the re-organizing and restructuring of po-licing operations.The Ontario Special Investigations Unit willbe briefing attendees on the mandates of that

organization and the new changes in regula-tions and their perceptions of police complaintsfor the future. Harry Black, legal advisor topolice officers, will address the implications ofthe anticipated changes.

Course V - The New Face of Policing - Face IIDetailed explanation and implications of theIntegrated Justice Project with input from ex-perts of the two leading information process-ing databases producers, OMPAC and CPIC.

Course VI - Hazardous Material ManagementHazardous Material Management as it relatesto First Responders and Public Safety. Moreinformation on this course will be given in ournext issue.

Blue Line staff are currently working onexpanding these courses and further informa-tion will be provided in upcoming issues.

Certificates will be handed out at the endof each course. If you register before March1, 2000, course prices are $ 75.00 each or 4for $ 250.00. After March 1, 2000, prices are$ 100.00 each or 4 for $ 350.00. (GST extra)Prices include admission to Response 2000trade show.

You may find out further information bychecking Blue Line’s web page atwww.blueline.ca, calling 905 640-3048.


The Sixth International Police ExecutiveSymposium was held in Hyderabad, India, fromJuly 13 through July 16, 1999. The theme ofthe symposium was “Policing of Public Order:A World Perspective.”

The symposium was hosted by H.J. Dora,Director General and Inspector General of Po-lice of Andhra Pradesh, headquartered inHyderabad.

In keeping with the theme of the sympo-sium, the presenters were asked to prepare pa-pers that specifically addressed the followingmatters:• the definition of public disorder used in their

country’s laws and regulations,• the reasons (political, social, racial, or eco-

nomic) for public unrest and discontent,• the strengths and weaknesses of police meth-

ods used in combating, containing, and deal-ing with public unrest,

• the extent of political considerations ratherthan professional values and skills involvedin handling public disorder, and

• the types of disturbances affecting public or-der that are anticipated in the near future, andthe measures the police are planning to meetthe challenges these potential disturbancesmay pose.

The speakers revealed that only a few ofthe countries represented at the symposium haddefined specific acts as offenses against publicorder. Instead, acts that interfered with publicactivities in public areas were more likely tobe delineated in the countries’ criminal codesas unlawful interference with public business,unauthorized gathering, or rioting.

Offenses that might constitute public dis-order varied greatly from country to country,and ranged from holding a public gatheringwithout a permit to acts of terrorism.

Argentina has a very specific public disor-der offense in its criminal code. It is amisdemeanor, but does not include such acts asterrorism or serious public order crimes. In con-trast, public disorder offenses in The Netherlandscould include a fight in a public park, violenceat a sporting event, or even a large scale riot.

Each country applies the concept of pub-lic disorder to concrete events according to itsculture, laws, and forms of social organization.It is important to learn police and law makers’perceptions of what constitutes public disor-der, because these perceptions will affect howthe police respond and the tactics they will usein public disorder situations.

For example, if the police perceive publicrallies for causes or protest marches and dem-onstrations as vehicles for citizens to expresstheir individual rights, they will prepare for suchactivities by developing mechanisms for crowdcontrol and protection of the demonstrators. Ifthese same activities are perceived as threats totheir authority and to the government, muchmore aggressive and suppressive means may beused by the police to maintain public order.

It was noted that in new democracies inparticular, political and social protests must beseen as normal, acceptable avenues for citizensto express opinions, demand their rights, and

seek redress for grievances.Countries with a long tradition of demo-

cratic government also have a history of pub-lic disorder protests, but these protests tend tofocus on a single issue at a particular point intime (for example, the Vietnam War, civil rights,gay rights, protection of the environmentagainst a specific threat) or involve transitoryevents (sports riots). In contrast, public protestsin more recently formed democracies are moreoften related to deep seated quality of life is-sues (employment, housing, education, repre-sentation in government, political power) thatcannot be resolved until dramatic social, eco-nomic, and political changes occur.

Political unrest and fear of crime can re-sult in social upheavals that may lead to publicdisorder. Representatives of countries that hadgone through dramatic changes in governmentnoted that these changes brought about seri-ous adjustment problems for the citizens andaltered the relationship between the people andthe police.

For example, under earlier forms of gov-ernment in Guyana, South Africa, and Swazilandthe police were instruments of the ruling classesand were used to suppress other classes. Evenafter independence, suppressive actions by thepolice continued, and police responses to mat-ters that appeared to threaten public order wereheavy handed. The suspicion and mistrust of thepolice built up during earlier times is hard toerase, even though efforts are being made tochange police-citizen relationships.

Dr. Mahesh Nalla stated that appropriateresponse strategies must be developed by thepolice, formulated in the context of the cultural,social, and political conditions of the respec-tive countries. Important considerations includedetermining when orderly demonstrations be-come disorderly situations and when privatedisorder contributes to and creates public dis-order.

When the representatives were asked toevaluate the strengths of the methods used bytheir police in dealing with public unrest, thefollowing factors emerged:1. Learning from past experience helped the

police develop their present policies and ap-proaches.

2. Specific mistakes, including unlawful treat-ment of citizens, led to legislative or con-

stitutional changes that limited the powerof the police, forcing them to change theirtactics.

3. If the police are sympathetic to the causes ofthose creating public disorder by protesting,they will not resort to heavy-handed tacticsunless this is absolutely necessary.

4. Enlisting the aid and cooperation of the gen-eral citizenry helps to isolate the impact andextent of public disorders.

5. Having good intelligence information throughknowing the people of the community andthe types of issues that have a potential toresult in public protests and disorders andworking with groups who represent these is-sues reduce the potential for disorder.

6. Training is invaluable in preparing police foralternative responses to public disorder situ-ations. “Situational discretion” was de-scribed as the ability to have different re-sponse patterns available to meet the needsof the moment.

7. Responsibility for preventing public disor-der can be shared with private police atsporting events, large entertainment eventsand appearances of controversial speakers.

8. Control can be maintained over situationsand participants through strength of organi-zation and numbers.

Reasons given for weaknesses or flawedpolice responses in public disorder situationsincluded:• Lack of training or planning,• Overreaction to situations,• Poor intelligence work,• Failure to enlist the support of the mass media,• Communication problems,• Alienation of the citizens by the tactics em-

ployed, and• Not being sensitive to the cultural, religious,

or ethnic values, needs, concerns or issues ofimportance to those participating in publicprotests or demonstrations.

The presenters noted that responses topublic disorder situations in various countriesdepend upon how the police are structured, thetypes of situations that call for police action,and the culture and traditions of the country.

Several speakers described the use of pri-vate police and private citizens to maintain or-der in such situations. For example, in Zam-bia, marshals are provided by those organizing

Policing and Public Order: A World Perspectiveby Peter C. Kratcoski, Ph.D.


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events. Some countries, in-cluding the United King-dom and South Africa, havedeveloped special policingunits to control public dis-order. However, special-ized units may be more ag-gressive, and suppressivein their approaches andmore concerned with con-trol than with protectinghuman rights.

The application ofcommunity policing princi-ples to public disorder situ-ations was mentioned ashaving strong potential for effective problemresolution. Political efforts to recognize andpromote cultural diversity and to accept cul-tural differences can reduce disorder problems,and the perception of political and social un-rest as a crime problem needs to be reexamined.

Police professionalism was seen as the keyto successful resolution of public disorder prob-lems. Demonstrations, marches, and similarevents can have political importance, particu-larly if they interfere with the normal function-ing of a community, tying up transportation andother services for extended periods of time.

Dr. Subramaman of India noted that or-der has to be maintained in accordance withlaw. Today, people have a greater awarenessof their human rights and insist that these rightsbe guaranteed by the government. Legal safe-guards of these rights must be created. Sensi-tizing politicians, policy makers, and commu-nity leaders to ways they can help maintainpublic order and work effectively with the po-lice is of great importance. Jan Wiarda of theNetherlands stated that police cooperation withpoliticians is not in opposition to professionalvalues. Police and politicians need to cooper-ate to get the job done, but the police can re-main professional and independent.

Public disorder occurrences in the futureare most likely to happen in those countries thatare in transitional stages - developing economi-cally, becoming urbanized and mechanized,seeking modem industrial development - be-cause people in these countries are not satisfied.Some will seek changes that will improve edu-cation, health services, transportation, jobs, andhousing, but others will protest because they areforced to give up old ways and life styles.

The influence of other cultures throughthe mass media will have an effect on thesesituations. In countries with high standards ofliving and stable political situations, protestsrelated to specific issues (minority rights, en-vironmental issues, hate group confrontations)may trigger disorder situations. Drs. Nalla andKumar stated that a certain amount of disorderis a sign that a society is healthy, and that thosecreating disruptions often emerge as the lead-ers of that society.

No country, regardless of how traditionalits values and culture are, will remain static.There is constant change, and often protests,demonstrations and strikes are the mechanismsused to bring about desired changes morequickly. If the police approach such disorderevents from the perspective that these are op-portunities for peaceful solutions to politicalor social unrest problems, the outcomes are

likely to be productive.The police can re-

spond to social unrest byusing the “soft approach,”that is, requiring permits,cooperating with demon-strators, and using forceonly as a last resort. If ahard policing approach isused, the need for this andits effectiveness must beevaluated. Adequate train-ing for police responses topublic disorder is vital totheir success.

The Seventh Interna-tional Police Executive

Symposium, on the theme of “Traffic Policing:An International Perspective,” will be held onJuly 9-12, 2000, in Evanston, Illinois, U.S.A.,and hosted by the Traffic Institute of North-western University.

The eighth symposium, on the theme of“Law Enforcement and Human Dignity,” willbe held in Sao Paulo, Brazil in 2001,

The ninth symposium, on the theme of“Criminal Justice and Human Rights,” will beheld at Plattsburgh State University of NewYork in 2002.

For additional information on the Sixth Interna-tional Police Executive Symposium or on theupcoming symposium, contact Dr. Dilip K. Das,Telephone: 518-564-3045; fax: 518-564-3333.


Police Want to Bug Some CellPhones

Toronto Star (11/15/99); Millar, CalPolice officials in Ottawa are asking for

new laws that would allow them to monitor cellphones and computers that are used by sus-pected criminals. Law enforcement agenciesare not able to keep track of technical-mindedcriminals, and the proposed legislation wouldhelp police bypass encryption devices in orderto monitor such activities as calls and e-mail.Because drug traffickers and organized crimegroups use encryption on their computers andphones, it is currently difficult to probe intocrimes. Police need equal technology to stayahead of modern criminals, according to On-tario Provincial Police Commissioner GwenBoniface. President Clinton has already askedCongress to pass a similar act in the UnitedStates.

Litton Provides a CommonInformation ManagementSystem—CIMS—to SevenCanadian Police Services

Business Wire (11/15/99)Seven Ontario Police Services—Durham,

Halton, Hamilton-Wentworth, Niagara, Peel,Waterloo, and York—have signed contractsworth more than $10 million with PRC, a sub-sidiary of Litton Industries, for a Common In-formation Management System (CIMS). Thesystem will be built within two years and willprovide the police services with the ability tomanage images of mug shots, fingerprints, pho-tos, and documents; change the system to fitspecific needs of the department; share all-re-lated information with other police agencies;restrict access based on levels of security; re-duce the time it takes for an officer to com-plete paperwork; maintain an open communi-cations network with other agencies, the Pro-vincial Ministries, and the Federal Ministries;and provide information to officers’ mobilelaptops. CIMS will allow officers to identifycriminals more effectively and better protectthe community from harm, says Leonard M.Pomata, Litton vice president and president ofPRC. Litton PRC also holds a contract with theFBI on its Integrated Automated FingerprintIdentification System.

FBI Breaks Ground for NewForensics Lab

Law Enforcement Technology (10/99)The Federal Bureau of Investigations has

started construction on a new, state of the artforensics laboratory in Quantico, Va. The463,000-square-foot building will have a multi-level parking garage and a stand-alone centralutility plant. The first of two phases began lastSeptember. The facility will host visiting in-dustry partners, universities, other governmentagencies, and national laboratories for collabo-rative research and development efforts, as wellas offer a forum for standards for new instru-mentation methods.

School Security HandbookAvailable

Associated Press (10/29/99)A new safety handbook is available online

to school administrators and law enforcementpersonnel from the U.S. Energy Department’snuclear weapons laboratory in Sandia, N.M.The handbook provides tips on how to protectbuildings and grounds, offers advice on whatkind of video and weapons detection equipmentto buy, and gives suggestions concerning en-try control and duress alarms. An Energy De-partment report, which is available by visitingwww.doe.gov./school security/pdf.htm, empha-sizes the benefits of video surveillance cam-eras and closed circuit television systems. En-titled “The Appropriate and Effective Use ofSecurity Technologies in U.S. Schools,” thereport underscores the importance of control-ling the access of students, parents, employ-ees, and visitors to the school.

The Appropriate and Effective Use of Se-curity Technologies in U.S. Schools http://www.doe.gov./schoolsecurity/pdf.htm

This document is being distributed by theNational Criminal Justice Reference Service(NCJRS) and may be requested by phone at 1-800-851-3420.

Electromagnetic Pulse Attacks:The wave of the future, panel saysFederal Computer Week Online (10/12/99);Verton, Daniel

The United States’ high-tech infrastruc-ture could be susceptible to the effects of anelectromagnetic pulse or EMP attack. Such anattack would require detonating a small nucleardevice in the upper atmosphere, generating anelectromagnetic pulse that could disrupt or de-stroy the integrated circuits of high-tech net-works and computers. Electronic computer sys-tems, communications, power grids, transpor-tation systems, and the Defense Department’sability to wage war could be impacted. Somesources claim that our society could be reducedto a pre-industrial level in a matter of moments.Just how far-reaching damage would be is notknown because of the differences in the toler-ances in commercial equipment and amongsystem configurations.

Vest Saves Lieutenant in AmbushPolice Chief (10/99) Vol. 66, No. 10, P. 163;Knight, Anna; Chief Brierley, William

Lieutenant Frederick Boles, a seven-yearveteran of the Parrish, Ala., Police Departmentwho was wearing lightweight concealable bodyarmor when he was assaulted by gunfire whiletracking a car in his cruiser, likely owns hislife to the vest, which protected him againstthe two AK-47 rounds that struck him in theback of the head and the middle of his backafter penetrating through the rear of the driv-er’s seat. The two gunmen, who were carryingan AK-47 and a 9mm handgun, fired off 36cartridges; 11 bullets went through the cruis-er’s windshield, two rounds severed the brake

Laser Technology Helps LakePolice Target Crime

Orlando Sentinel (11/19/99) P. 2In Central Florida, the Lake County Sher-

iff’s Office has purchased approximately 206laser sights with over $65,000 of seized moneygiven to the department through a state lawenforcement program. The laser sights will beinstalled into deputy sheriffs’ handguns and willmark anything at which the weapon is pointedat with a small red dot. Similar laser sightinghas been used with rifles and larger handgunsby Lake’s SWAT team members for a while,but certification for firing weapons with orwithout the laser sights will now be requiredof all officers.

New Age of Technology aChallenge for Law Officers

Wisconsin State Journal (11/19/99) P. 16;Doyle, Jim

Wisconsin Attorney General Jim Doylesays law enforcement officials face new op-portunities and challenges as technologicalchanges constantly redefine the way they mustapproach their jobs. With the coming of the newmillennium, officers have the chance to applypowerful tools of science to their arsenal ofweapons, such as DNA databanks, law enforce-ment programs, forensics, and computer infor-mation systems. But criminals have technol-ogy at their disposal as well, creating a seriouschallenge for law enforcement authorities.Pedophiles are finding victims and distribut-ing child pornography in chat rooms insteadof parks, and financial criminals have movedtheir business from the mail to the Internet. Yet,Doyle says the most important challenge thatlaw enforcement and Wisconsin faces has noth-ing to do with technology, but rather the tack-ling of domestic violence and child abuse, twoof the most serious problems in the state.

Ready... Aim... Enter Your PINNew York Times Magazine (11/21/99) P. 82;Ripley, Amanda

In an effort to make guns safer, as well asgain some immunity from charges of negli-gence, the major gun makers are rushing to in-vest in new gun safety technology. For exam-ple, in October, Colt Manufacturing announcedthat it was limiting its gun sales to the public.However, it has also created a spin-off com-pany, iColt, that will work to develop “smart-gun” technology. Some of the safety strategiesnow being attempted include guns that wouldunlock through voice recognition and a pass-port, by owner fingerprint identification, or bytiny computer chips embedded in a piece ofthe owner’s jewelry which sends an electronicmessage to unlock when it comes within eightfeet of the gun. All of these methods have somevery real drawbacks but with the pressures gunmakers are facing, its a good bet that invest-ment to make a smart safety lock that becomesthe industry standard will continue.


lining and bore into the gas tank, and threerounds entered the rear window. Boles had onlyminor injuries; the gunmen are still at large.

Wounded Cops in Fair ConditionABC News Wire (10/29/99)

A protective vest saved the life of officerSam Ray in Graham, N.C., last week whenRandy Lee Sellers allegedly opened fire on twoofficers called to a convenience store. Ray sus-tained a gun shot wound to the chest, whileOfficer Chris Denny took a bullet in the hand.Randy Lee Sellers, who was wearing a jacketwith the Department of Justice logo on it, wasarrested and charge with assault with a deadlyweapon on law enforcement officials.

Don’t Ask, ASID Will TellLaw Enforcement Technology (11/99) Vol. 26,No. 11, P. 88; DeFranco, Liz Martinez

The Automated Suspect Identification(ASID) system developed by Smith & Wessonwill allow law enforcement officers to rapidlyand accurately compare and match a new im-age of a suspect with a database of existingphotos. With over two-thirds of prisoners hav-ing been incarcerated in the past, such a sys-tem can accurately locate repeat offenders whorefuse to identify themselves.

Using biometric recognition technology theASID (pronounced “ACE-id”) system’s advancedsearch engine is able to match a digitized imageof a suspect even in cases where there are differ-ences in lighting, facial expression, age lines, ordisguises like beards, glasses, or hats. ASID canalso be used to generate matches with a compos-ite based on a witness’s description generated byS&W’s Identi-Kit 2000 software.

PFI Brings Much-NeededFuturistic Bent to Law

EnforcementPolice Chief (11/99) Vol. 66, No. 11, P. 12;Pettinari, Dave

The Society of Police Futurists Interna-tional (PFI)—founded in 1991 by Dr. WilliamTafoya—is dedicated to researching possiblefutures in policing and stimulating new ideason policing theories and practices. PFI’s goalsare to encourage the academic community andlaw enforcement to work together, educate peo-ple on police futures research, and advanceethical behavior in law enforcement. PFI hasbeen strengthening its connection with the FBI,which has produced a course called,“Futuristics and Law Enforcement: Foreseeing,Managing, and Creating the 21st Century,”taught by FBI Agent Carl Jensen. Students willstudy the history of law enforcement, crimi-nology, emerging technologies, possible goalsof the future, and how to achieve those visions.They will also learn quantitative forecasting,

Students will complete a project that envi-sions futures for their agencies and various strat-egies for achieving that objective. PFI hopes tomake the law enforcement move into the 21stcentury more sure-footed and thought out.

Spring-Loaded SpiesNew Scientist (11/13/99) Powell, Yvonne

Scientists at the University of Minnesotaare currently working on creating tiny robotsthat can explore a particular area and send backinformation to law enforcement agenciesthrough a radio link. The robots are roughlythe size of a roll of toilet paper, and have theability to move around and hop up stairs. Theresearchers envision many robots being re-leased at once into a danger area, such asthrough a grenade launcher, and then beingused to take stock of the site with video cam-eras, vibration sensors, and microphones. Sci-entists say that this “distributed robotics” tech-nology is ideal for urban warfare or hostagesituations, and can help police get a multi-an-gled view of a particular area. The Universityof Minnesota research is currently being fundedby the Department of Defense, and should becompleted by 2002.

Cops Use Satellite to TrackSuspect

Associated Press (11/21/99); Wiley, John K.The Spokane County, Wash., Sheriff’s

Department was able to catch a suspect in achild’s murder through the use of Global Posi-tioning System devices, satellite-linked trans-mitters commonly used for navigation. Federalauthorities have been using the devices foryears, but this investigation was the first time

the Spokane County Sheriff’s Department hademployed the equipment. After obtaining awarrant to search Brad Jackson’s pickup, thepolice attached a GPS device and returned thevehicle. By using the GPS device that receivessignals from three or more satellites to pinpointa location within 10 meters, police were ableto determine that Jackson visited two gravesights and exactly how long he spent at eachone. His daughter, Valiree, was found in thesecond grave sight. Although Dave Hearrean,Jackson’s lawyer, expressed concern over theconstitutional uses of GPS devices, LarryErickson, executive director of the Washing-ton State Association of Sheriffs and PoliceChiefs, responded that GPS devices were sim-ply another law enforcement tool. Using infor-mation from the GPS-aided surveillance,Jackson was charged last with second-degreemurder and is being held on a $1 million bond.

PRODUCT NEWS is a compilationof technology news as it relates tolaw enforcement. Each article issupplied with full source credits.Readers wishing further detailsshould contact the originatingsource of the material. Copyright isheld by original sources as quoted.


During February, 1998,Inspector C. Snow,Royal Newfoundland

Constabulary made a submission throughher chief’s office outlining a “Community Po-licing Training Proposal”. Funding was ap-proved and she began a search for a qualifiedand experienced person to assist her.

In April 1998, Inspector Snow attendedthe Community Policing Management Programin Orangeville, Ontario. Following enquiriesand discussions with people like NellieMayshak from the Solicitor General’s Office,it became evident that person was Staff Inspec-tor Bill Stephens of the Windsor Police Serv-ice.

Over the next several months, they workedtogether via written correspondence and longdistance calling to prepare a “Train the Train-ers Course.” The package offered to the 23 can-didates during October 1998 was evaluated bythe attendees as second to none.

The training was facilitated by Staff In-spector Stephens and Inspector Snow. To thebest of their knowledge, no similar initiativehad been offered elsewhere in the country. Theneed for the information was critical and timely.Given that the RNC department had been mar-keting their services as “community based,” themembers really needed to know what thatmeant in their daily work.

The facilitators did a good job of translat-ing the problem oriented approach into opera-tional challenges. Staff Inspector Stephens ex-periential background proved quite useful. Notonly did he provide tangible examples and bestpractices, he was also in a position to elaborateon the “how-to” of various initiatives. Wind-sor’s experiences placed RNC members in aposition to avoid unanticipated pitfalls. Subse-quently, their future steps were outlined.

As a result of the seven full days of train-ing, those members are now expected to facili-tate a two day training session for all RoyalNewfoundland Constabulary employees. Theywill be provided with the necessary resourcesand encouragement to complete the task.

Sessions especially designed for manag-ers and supervisors were also presented in Aprilof this year. Such follow-up training was seenas critical for full and meaningful support fromsenior staff. The strategic plan (in final draftform) places a great deal of emphasis on im-proving relationships with the communities theRNC serves. The entire Community PolicingTraining strategy, developed and delivered byStaff Inspector Stephens and Inspector Snow,has proven a valuable enabler.

In today’s ever changing society, policedepartments are confronted with the challengeof adapting to a variety of community needswhile maintaining a level of enforcement thatensures societal security. One result is that po-licing organizations are being asked to pursuenew avenues such as community policing. Inorder to achieve success in community polic-ing techniques, it is essential that outside re-source persons, who are well versed in com-

munity policing, instruct Royal NewfoundlandConstabulary members prior to the beginningof expanded programs in the community.

BackgroundHistorically, community policing pro-

grams such as Neighbourhood Watch, or Citi-zens on Patrol were only understood by the fewconstables who were involved. Managementarticulated the values of community policingand communicated them to the crime preven-tion constables of the organization. It was in-effective, however, because only a few offic-ers were receiving the values of this approach.

To be effective in the implementation ofcommunity policing, organizational changesthroughout all spheres of the department mustoccur. The education of police officers is of para-mount importance in these structural changes.

Long-term goalsThe community policing approach is con-

sidered to be a high priority for this department.Pertinent training would provide our officerswith the skills necessary to build frameworksfor the prevention of victimization.

Our department is keenly interested inbuilding partnerships with the community,identifying problems, and mobilizing commu-nity resources that may already exist. We mustmanage and lead the development of commu-nity policing.

Short Term Objectives (1998-1999)To have all members versed in the phi-

losophy of community policing and to gain anunderstanding of why law enforcement is onlyone function of the peace officer role.

To supply officers with the knowledge andpractical skills needed to implement commu-nity policing.

Specialized knowledge in problem solv-ing techniques, team building strategies, con-flict resolution etc., will enhance the officersability to police the community.

Main themes and Issues:• Acceptance of community policing as a valid

approach.• Change from reactive to pro-active policing

is required.• Increased education in specialized commu-

nity policing areas is required.• Establishing building blocks is essential.

Solution(s)In order to address the above problems it

will be necessary to utilize specialists from out-side the Royal Newfoundland Constabulary.They would inform officers about the princi-ples and philosophies of community policing.By acquiring specialists in the areas of Scan-ning, Analysis, Response, Assessment, ConflictResolution and Team Building, a foundationfor creating successful community policing willbe constructed.

To minimize on the cost of information,officers will attend a single two week “trainthe trainers” workshop. Upon completion of theinformation sessions, future lectures and dis-semination to the general public by constableswill increase the level of knowledge about com-munity policing.

Course EvaluationAll members in attendance responded very

positively to this training course. The resourcematerial was well received and attendees ap-peared to glean quite a lot of information fromthe presentations themselves.

In a pre-course survey, only 27 per centof the respondents felt they had some knowl-edge about Community Policing, while a post-course survey found 89 per cent now felt com-fortable with their new level of knowledge.

Noted in those same surveys, prior to thetraining, one person had training in problemsolving while at the end, 100 per cent of the re-spondents understood the concepts of the threeproblem-solving models that were presented.

The lesson plans were constructed aroundthe long-term goals; the short term objectives;and the main themes and issues outlined in theoriginal proposal. Based on the feedback re-ceived from the participants, I am confident thatwe not only met our goals and objectives, butexceeded the expectations.

We also had in attendance for the dura-tion of the course a senior manager with theNewfoundland & Labrador Housing Corpora-tion. He proved to be a very valuable additionand provided a unique perspective to the restof the group.

Some of the comments made by partici-pants on their course evaluation forms arequoted as follows:• “I gained an in-depth understanding of the

concepts of Community Policing Problemsolving methods and public messages thatneed to be conveyed about this change inphilosophy.”

• “I now have information to present this modelto other members and to community groups.”

• “A way to interact with the RNC on a moreefficient basis as a member of the NLHC.”

“Training the Trainers” basic theme of innovative course

Police Leadership Forum 1999 Nominees,Inspector Connie Snow, Royal NewfoundlandConstabulary and Staff Inspector BillStevens,Windsor Police Service

ThePolice

LeadershipForum

An Activity Not A Position

1999 Leadership Nominee1999 Leadership Nominee


These and other sources of feedback leftthe facilitators with a sense of optimism aboutour future direction in community policing.

Inspector Connie SnowHas Been a Police Officer for 24 Years.

Sworn into the RCMP in 1975 and joined theRoyal Newfoundland Constabulary in 1980.• Presently, Officer in Charge of Community

Services Section for the RNC• Presently, the Coordinator on Domestic Vio-

lence for the RNC in St. John’s• Spokesperson for the National Interdiscipli-

nary Project on Domestic Violence• Member-Provincial Government Strategy on

Violence Against Women• Member of Inter-agency Committee Against

Violence• Member of the RCMP Veterans’ Association• Nearing Completion of a University Degree

in Police Studies at Memorial University• Winner of the International Women in Polic-

ing Leadership Award for 1998Inspector Snow has been involved with a

variety of volunteer agencies over the years:Girl Guides, Red Cross, Coach House GroupHome, Multiple Sclerosis Society and others.

She has written articles on family violencethat have been published in International maga-zines. Within her department, she has taughtofficers on numerous topics including FamilyViolence, Child Abuse, Effective Presentation,and Report Writing to name a few.

She has won numerous awards for hercommitment to her work and community.

For further information on becoming amember of the Police Leadership Forumor for nomination information for the 2000

Award contact:Scott Bleecker 613 284-4500

orMark Stainsby 416 808-7483

Staff Inspector Bill StephensBill Stephens has been a police officer in

the City of Windsor, Ontario for 27 years. Hepresently holds the rank of Staff Inspector, andis the officer-in-charge of Patrol Services.

A strong supporter of closer police-com-munity relations, Bill has been involved withall major Community Policing initiatives un-dertaken by the Windsor Police Service dur-ing the past ten years.

Bill has served as a member of the organ-izing committee for the Community PolicingManagement Program during the past twoyears, and presented a session on CommunityMobilization at their 1997 conference. He hasalso spoken to recruit classes at the OntarioPolice College about Community Policing.

A former Governor on the Board of St.Clair College of Applied Arts and Technology,Bill continues his community involvement asa member of the School Advisory Council ofForest Glade School for the Greater EssexCountry District School Board.

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Hanging on the wall of just about everyshooting range in Canada is a dusty, fadedposter described as a “Target Analysis Chart.”It divides the background of a target into anumber of pie-shaped slices and analyzes whatit means if you tend to shoot a group of shotsinto any one segment of the target. If you shotinto one of the upper segments, for example,you were described as “heeling the grip.” Whilethese multi-segment analysis charts may havehad some meaning for one-handed bullseye-style shooting sports, they have little applica-tion to modern two-hand practical shooting.

For the modern officer, these old targetanalysis charts should have been thrown outabout the time that police switched from one-hand shooting to two-hand shooting becausethey no longer had to patrol by horse and holdthe reins while they shot it out with the bad guy.

If we focus on the most common types ofbasic marksmanship errors, there are really onlyfour possible things a shooter can do wrong.Analyzing a target to define a shooter’s basicerrors can be simple.

Easy Target AnalysisPlacing an accurate shot into the center

of the target requires a proper grip, correct sightalignment and good trigger control.

Assuming the sights of the handgun arereasonably well adjusted (and most are) thereare only four basic errors that the majority ofshooters will experience. To determine theseerrors, the shooter first fires a number of roundson a target using their normal two-hand gripand stance. A standard 20-yard bullseye targetworks well but the same results will be achievedusing a half-sheet of plain paper. Target dis-tance should be far enough away to provide achallenge but not so far that a recognizablegroup does not appear. Seven to ten meters isusually ideal. Analyze the target by locatingwhere the majority of the shots are tending toconcentrate and compare it to the four figuresas described below.

Multiple errors will simply exhibit com-binations of the four basic errors.

Group LOWIf the shots are con-

centrating belowthe center of thetarget, theshooter is notpulling the trig-ger smoothly tothe rear. This is

often called a“flinch” and is one

of the most difficultproblems to correct.

There is no easy way to overcome a flinch.Extensive dry-fire practice or a combination

of dry- and live-fire practice will help. Simplyfiring repeated rounds downrange will teachthe shooter nothing. Every single shot must befired by concentrating on “pressing” the trig-ger to the rear instead of “pulling” or “snap-ping” the trigger.

Group HIGHIf the shots are above the

centerline, this is anindication that the

shooter is rais-ing the frontside above thelevel of the rear.This is easy to

do if the shooterdoes not realize

how much frontsight they should actu-

ally see within the notch of the rear sight. Of-ten, the shooter will be found to be focusingtheir eye on the target instead of on the frontsight.

Keep focused on the front sight and con-centrate on aligning the top edge of the frontsight with the top edge of the rear sight.

Group LEFT (or RIGHT)One of the most com-

mon problems inhandgun targetshooting is atendency tosqueeze thegun too tightly

with the stronghand. Most peo-

ple will be consist-ent with their error so

some shooters will tend to shoot right of thecenter and some will shoot left.

The solution is the same. Squeeze the gunwith the weak hand and relax the grip with thestrong hand. The strong hand should be hold-ing with a very loose grip so that the triggerfinger can move smoothly to the rear.

This is one of the problems that even ex-perienced shooters must work on constantly tocorrect.

NO GroupThis is one of the

easiest errors tocorrect. Assum-ing that theshooter knowsthe basics ofsight alignment

and marksman-ship, it simply il-

lustrates a lack ofconcentration. A figu-

rative “butt-kick” from the instructor is usu-ally enough to bring the shooter’s concentra-tion back onto their front sight and smooth trig-ger press.

To develop concentration skills, instruc-tors can substitute a smaller target. A plain pieceof copier paper cut into four sections makes agood target. If the shooter is concentrating hardenough, they should be able to keep all theirshots in the white at 15 meters.

Correcting Basic ErrorsAnalyzing basic marksmanship errors can

be easy. Correcting those errors is the hard part.It sure sounds simple in theory. To achieve

a perfect shot, the straight line formed by thealignment of the front sight, rear sight and tar-get crosses the curved path of the bullet trajec-tory at the target center. Essentially, the onlyfunction of the shooter is to place the sights pre-cisely on the center at the instant that the gunfires. All other factors take care of themselves.

Of course, in actual practice, the recipefor a perfect shot is not so easy. Target shoot-ing integrates the science of ballistics with theart of marksmanship. Marksmanship is a blendof basic physical techniques, mixed with con-centration and mental skills, and stirred aroundthrough constant repetition with what maysometimes seem to be more than just a littlepinch of black magic.

How to correct basic marksmanship errors in handgun training

by Dave Brown

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Trigger ControlThe most critical of all basic marksman-

ship skills, good trigger control contributesmore to accuracy than all other factors com-bined. The trigger must be pulled smoothly tothe rear without disturbing the sight alignment.It is important to realize that it does not matterhow short the trigger travel is, how light thepull is or even how fast the trigger is pulled, itmust always move smooth and steady. Ideally,there should be no change in the rate of thepull from beginning to end. While the pull ofthe trigger has often been described as a“squeeze,” I prefer to call it a “press” to therear.

The distance to the target and the appar-ent size of the target will dictate how quicklythe trigger is pressed, but it should always besmooth. To practice good control, the firearmshould be dry-fired while the shooter concen-trates on focusing on the front sight. Any ten-dency for the front sight to “dip” in the notchof the rear sight indicates poor trigger control.

Dry-fire practice can be integrated withlive-fire by placing dummy cartridges in ran-dom locations in the magazine. When theshooter hits the dummy, they will get immedi-ate feedback on their trigger control. If the frontsight stayed rock-steady in the notch, the shotwould have hit dead center. If the sight dippedeven slightly, the shot would have been low.(If the shooter hits their toe with the muzzle,they need lots more work.)

Good trigger control can be one of themost elusive skills for even the most experi-enced shooter. The most effective way toachieve it is through regular dry-fire practice.

Sight PictureThe correct sight picture is formed by the

alignment of the front sight with the rear sightand the target. The front sight must be placedprecisely in the center of the notch of the rear.The top of the front sight is aligned exactly withthe top of the rear sight. The top edge of thetwo sights is then placed across the center massof the target.

Of course, in actual practice, it is almostimpossible to hold the two sights absolutelymotionless. Here’s a little tip. Give up tryingto always hold them steady. Concentrate solelyon keeping the two sights together. If they aregoing to dance around, they should always be

kept locked together. If the two sights move inrelation to each other, even slightly, the erroris multiplied geometrically and the distance outof the center accumulates with the distance tothe target.

Correcting basic sight picture problemsmeans reviewing what the sight alignmentshould look like on the target and ensuring thatthe shooter is lining up the sights with theirdominant eye. While the shooter can keep botheyes open, it is often easier for beginners toclose one eye. If the shooter has a cross-domi-nance (for example, right-handed with left-eyedominant) it should be identified before train-ing begins and the shooter instructed to alwaysaim the gun with their dominant eye, even ifthey hold the gun in one hand and aim with theother eye.

GripGood marksmanship also requires an ef-

fective grip. While there will be a need lateron to teach one-hand shooting as a tactical sur-vival skill, all initial training should be donewith two hands.

The proper two-hand hold means that thestrong hand is wrapped around the grip as highon the frame as the design allows. This keepsthe bore line as close in to the hand as possibleand reduces the perceived recoil. The weakhand is then overlapped around the strong handso that the weak-hand forefinger contacts thebottom of the trigger guard at the second fin-ger joint. This results in both thumbs safely outto the weak side of the frame and well awayfrom the back of the slide. Tension is appliedto the gun using the weak hand only. The onlysqueeze from the strong hand is just the mini-mum to prevent it from falling to the ground.The pressure on the frame should be roughlyequal with both hands. Because the strong handhas a tendency to squeeze more, the shootermust concentrate on increasing the pressurewith the weak hand and forcing the strong handto relax. This allows the strong hand to pressthe trigger smoothly to the rear without tight-ening the grip, a difficult function of the hu-man hand at the best of times. Any excess pres-sure from the strong hand will result in thesights pulled microscopically to either sidewhile the trigger moves to the rear. Shooterswill then experience a group to either the rightor left side of the target.

To correct this problem, the shooter shouldpractice extensive dry-firing of the pistol whileaiming at a plain white wall. The front sightwill indicate the correct grip pressure from bothhands when each pull of the trigger can be ac-complished while the front sight stays steadyin the center of the rear sight. A tendency togrip too strongly with the strong hand will beimmediately apparent when the front sights“shakes” or “shimmers” from side to side asthe trigger is pulled.

Lots of dry-fire practice while concentrat-ing on the position of the front sight within thenotch of the rear is the only way to correct thisproblem.

Real Life SkillsTactical skills build advanced training on

basic techniques. If an officer cannot shoot atarget accurately given lots of time, they cer-tainly will not be able to hit a target out on thestreet under stress and without the luxury of atextbook-perfect grip, stance or sight picture.There are many reasons for the statistically dis-mal performance of officers in real encounters,but the lack of marksmanship skills should notbe one of them. Instructors should have theability to quickly identify basic errors and pro-vide steps to correct them.

In an emergency situation, it will be toolate to think about such niceties as sight align-ment or trigger control. Yet that is when theyare most critically needed. Firearms instructorsimprint basic marksmanship skills in trainingbecause students will not have time to thinkabout them on the street. It will be the basicskills that keep them alive.

Dave Brown is Blue LineMagazine’s Tactical Fire-arms Training Editor. Asa free-lance firearmstrainer he shares his ownbrand of advanced tacti-cal handgun and shotgun

techniques with both officers and instruc-tors in various police and military units.He can be reached at (204) 488-0714 orby e-mail at [email protected].


Reviewed by: Morley Lymburner

It was the title thatgrabbed me first and thecontent that kept me go-ing. “Every Officer is aLeader” is a concept thatI have believed in sinceI first became involvedin policing almost 30years ago. This new textbook by Terry Andersonis a terrific compilation

of great works by some of North America’smost knowledgeable experts on police leader-ship theory and practise. Since it has a copy-right dated to the new year I guess, if I puttongue firmly in cheek, it also makes it the po-lice text book of the century.

This hardbound book actually has sevenauthors including Terry Anderson who broughtit all together. Going over their credentials cangive you just an inkling of how great this bookreally is;♦ Terry D. Anderson, Ph.D. - Professor, De-

partment of Criminology and Criminal Jus-tice, University College of the Fraser Val-ley, Abbotsford, B.C.

♦ Kenneth D. Gisborne, CPP - President, SRGSecurty Resource Group International, Inc.,

♦ Marilyn Hamilton, Ph.D. - President, Con-sulting Resource Group International, Inc.

♦ Pat Holiday, Dip.(HRM) - Programs Man-ager, Human Resources, Vancouver Police

♦ John C. LeDoux, Ed. D. - Supervisory Spe-cial Agent, Leadership and ManagementScience Unit, Federal Bureau of Investiga-tion Academy, Quantico, VA

♦ Gene Stephens, Ph.D. - Police Futurist, Uni-versity of South Carolina, Columbia, SC

♦ John Welter, B.A. - Assistant Chief of Po-lice, Office of Policy and Planning, San Di-ego Police Department.

I can give no better commentary about thisbook than that which has already been writtenin the preface of the book itself.

This book is intended for a diverse read-ership. A rich composite of competencies isneeded by the wide range of professional lead-ers who will read this book. The reader shouldexpect to find examples of various conceptsand skills from various working environments.These include business, education, health care,social services, criminal justice, and govern-ment because police and other justice and pub-lic safety leaders find themselves interfacingwith, and learning from, all these areas whereleadership is applied on a daily basis.

For centuries, the Japanese have utilizedmentors to practice this kind of succession plan-ning and leadership development. Europeanshave done so for decades in their apprentice-ship programs. In North America, formalizedcoaching and mentoring programs for police

leaders are just now being initiated.The profession of coaching and mentoring

is just becoming recognized in that coach certifi-cation training and certification programs are nowbeing offered in various parts of North Americaand Europe (see http://www.coachu.com). Fordecades, police have instituted the Field TrainingOfficer (FTO) program with great success in ori-enting and training recruits. But who is doing theLTO (Leadership Tranining Officer) program?Precious few agencies are preparing the leadersof the future before they get into the supervisoryor managerial leadership roles for which they arenow applying.

In policing, many policing agencies haveinstituted recruit orientation and coaching pro-grams of various sorts and have trained lead-ers to be more effective in supervising new re-cruits, especially during the first six to twelvemonths of service. In the business sector,mentoring programs have been established inlarge corporations for quite some time. Polic-ing is lagging behind in the development ofleaders: As one police chief recently said:

“We have our recruit training and mentoringprograms, but where are our leadership trainingand mentoring programs to get people ready tobe supervisors and managers - we don’t have any!We now have a severe shortage of future policeleaders because many of the existing ones aredying early or retiring early, or are not adequatelyprepared to move up from supervisory to man-agement or executive positions.”

Also, those who are newer to their exter-nal or internal consulting and training positionsare often lacking in key skills that they musthave to be effective in developing leadershipcapabilities in others. For this reason, they mayneed to develop in certain areas prior to attempt-ing specific leadership development projectsor programs.

Every Office is a Leader will act as a per-sonal and professional development planningguide for these younger professional trainersor supervisors who will mentor less experi-enced officers. It can also function as a chal-lenging orientation for those who plan to enterthe field of consulting or training in the crimi-nal justice system.

Every Officer is a Leader is also aimed atmanagers who have had successes in their lead-ership endeavours but who wish to hone theirawareness and skills or develop skills they lack.Several police departments have initiated Trans-forming Leadership initiatives and have foundthat they are able to have the desired impact thatthey wanted to have. This book will serve as acatalyst to help individuals fill in some areaspresently missing from such programs.

This book is also for those new to themanagement or leadership arena, who havebeen timid in their leadership, or those who arefearful or rigid (in our experience this is a fre-quently encountered problem among untrained

leaders) due to lack of training or experience.It provides an excellent introduction to leader-ship for those younger officers who want toget a strong preparation and a strong launchfor their leadership careers.

Also, those who feel effective as leadersmay want to improve their abilities by readingthis book. It is often from lack of knowledge,lack of skill, lack of opportunity, or the pres-ence of fear that many leaders fail to developthe kind of leadership impact they would re-ally like to have.

This edition of the book can be used as anadjunct to existing texts and to update the manycriminology or criminal justice university pro-grams still functioning without any kind ofcomprehensive theory and skills model or com-petency-based leadership training program. Animportant move is afoot in many programs toprovide both a liberal arts education and com-petency-based educational opportunities priorto graduation with even a baccalaureate degree.Employers in the criminal justice system aredemanding a wider range of such skills.

The broad “mission” of this book is thatindividual readers will find opportunity andchallenge to self-examine, gain a renewed senseof purpose, clarify their foundational beliefs,and gain a broad spectrum of knowledge andskills. These new skills will ready them to buildand lead the leadership organization. In lightof this stated purpose, this book seeks to presenta positive and hopeful approach: an integra-tive and innovative self-assessment curriculumthat can accomplish several objectives:1. Identify and capitalize on strengths.2. Act as a tool for the assessment of training

requirements to pinpoint a supervisor’s ormanager’s (or potential ones’) need to gaincritical knowledge and skills to become abetter leader of individuals, teams, and or-ganizations.

3. Function as an integrated knowledge andtheory base that an executive, manager, orsupervisor can use as a planning guide forinternalizing key knowledge “chunks” in ar-eas that are self-assessed as deficient.

4. Provide a broad-based theoretical foundationfor the development of leaders who will, asthey become more adept, be better enabled todevelop other leaders through training, coach-ing, and mentoring activities and programs.

5. Provide concentrated focus points for neededand specific “micro” skills training untilcompetency is attained in the areas deter-mined to be necessary for an individual’seffective leadership functioning.

6. Expand upon the “awareness” and “versatil-ity” skills needed to adapt to fast-changing,dangerous, or otherwise demanding environ-ments (role’, style’, and skill-shifting skills).

7. Have this book serve to prepare designatedleaders to become competent as transform-ing leaders so that they can train others.

8. Point the reader toward innovative resourcesthat can act as catalysts to facilitate further in-dividual, group, or organization development.

Every officer is a leaderTransforming Leadership in Police, Justice, and Public Safety

BOOKSBOOKS


Cops Don’t Cry:A book of help and hope for police familiesAuthor: Vali StonePublisher: Creative Bound Inc.Reviewer: Mary Lymburner M.Ed.

I read with interest thebook Cops Don’t Cry.Being married to a retiredpolice officer I was inter-ested to read about theunique challenges facingpolice families and theauthor’s perspective tohelp spouses better un-derstand the dynamics ofthe police family.

Cops Don’t Cry answers the need to edu-cate officers and their families about the joysand pitfalls of a relationship with a police of-ficer. From the beginning of the officers’ ca-reer, they are trained to control their emotionsand how to survive. The book explores the na-ture of the police profession and gives insightfor the spouse to deal with the fear of physicaldanger, adjusting to shift work, transfers, andpersonality changes. The book, through inter-views, surveys and personal experiences,teaches the spouse how to cope with the fears,stresses on the family, and stresses on the of-ficer. A series of appendixes, give detailed in-sight into surviving shift work, dealing withfear, and success in relationships.

Police officers and their families who learnto adjust and accept the way police work domi-nates their lives, can continue to develop strongand healthy relationships. In our own experi-ence we looked for the positive aspects of thepolice career. For example, shift work allowedus to go camping during the week with manysites to choose from; and allowed my spouseto take part in parenting as I attended to myown business ventures. We deliberately sched-uled family time to compensate for the differ-ent shifts and had supportive friends and churchactivities outside the police community.

Cop’s Don’t Cry is an excellent resourcefor police families, not only to gain an insightinto the police career and the stresses that mightbe encountered in personal relationships, butalso to develop coping strategies for a dynamicrelationship.

The Great Mac Attack!The Great Mac Attack!

by Tony MacKinnon “Cover my approach ? I’m just

fine here thanks! . . .how be i cover your

approach”


Dr. Peter Dohm came toCanada as a visitingscholar to the Universityof Regina’s Faculty ofAdministration to con-duct research for a book-in-progress. He beganhis career in 1975 as apolice officer for theprovince of Baden-Werttemberg, Germany.By 1985 he was a staff-

sergeant, and by 1991 a professor at the prov-ince’s University of Applied Police Sciences,teaching economics and policing, and informa-tion sciences, and completing his Ph.D. Fromthis vantage point as an academic, and flavouredwith his experiences in the force, he began hisresearch into the reorganization projects of Ger-man police forces.

Because of his expertise in policing issues,he was asked by the University of Regina’s Sen-ior Police Executive Educational DevelopmentProgram and the Regina Eastview Rotary to givethis year’s Tom Savage Memorial Lecture. In-deed, the audience seemed to connect with theconcerns of German police forces highlightedin this talk, given in memoriam of the popular,former Regina police chief.

Before the ReorganizationProjects

Baden-Werttemberg, home to the BlackForest and Lake Constanze, has approximately10 million inhabitants, and 27,000 uniformedpolice officers. Unemployment is low in thisprovince that excels in everything from soft-ware to Mercedes and Porsche production.Despite the province’s wealth, and character-istic to forces globally, Baden-Werttembergis experiencing decreased funding, and actu-ally has a much smaller budget compared tomost of the country’s other provinces. This isstrictly a provincial concern, as there have notbeen city police forces since 1970.

Before the implementation of reorgani-zation projects, forces were management top-heavy and the distribution of power compli-cated. Simple budgetary decisions, saysDohm, depended on the ministries, as budgetswere administered by the central governmentvia a ‘large and ineffective administration’. Hesubmits the example of a chief in a city whosejurisdiction includes 500,000 inhabitants anda staff of approximately 1500 police officers,who would not have the authority to buy somuch as a computer for his force unless he dosome ‘fancy financing’ within his allotted re-sources, or else take his chances with monthsof bureaucratic red tape.

One of the results of this ineffective ad-ministrative system was the influx in thenumber of government employees, includingpolice officers, hired by the province to takeover tasks usually contracted out to privatefirms. Jobs like driving teachers, public rela-tions workers, statisticians, information scien-

tists were no longer held by non-police or con-tract staff. This means the government wasfinancially responsible for these employees.Though the province pays no ‘pension insur-ance’ during employee careers, it pays for theirretirement. Subsequently, the provincial costfor both employed and retired staff currentlyrequires about 40% of the provincial taxationincome. However, given current hiring prac-tices, by 2017 the cost will increase to about80% of the provincial taxation income, anumber that will be impossible to maintain.

Dohm says when forces realized this fi-nancial forecast, they began to see how inef-fective their organizations were, and they initi-ated massive reorganization projects. The firststeps included downsizing the complicated po-lice detachment hierarchies and giving chiefsmore decision-making power independent of thegovernment, while still adhering to the budgetlaws. There was resistance, as former chiefs ofdepartments became instead ‘team leaders’ inthe same departments, their charges reduced, forexample, from 200 officers to 50.

Dohm uses Baden-Werttemberg as an ex-ample; the province chose a ‘cost-accounting’approach to its restructuring. They began byhaving police officers keep very specificrecords of time and resources spent on variousduties during their shifts. The force was ableto determine actual need in comparison withforce expenses. Furthermore, officers weregiven access to the budget, and could see theeffect of their expenditures. With this in-creased awareness came more responsible useof resources and time.

The forces therefore found they could basefiscal decisions on measurable results, and fromthese results they could also pinpoint the inef-fective areas of their forces. They contractedmore tasks out to private firms. The result wasthat the departments involved ended up withnew cars, computers, and all the other thingsthat had previously been so long in coming, andthey saved 30% of their budget in the process.The forces were running much more effectively.

The downside was that the Ministry ofFinance determined from the savings that thebudgets were too high, and threatened to slashthem further. The forces had to argue that withdecreased finances would come the end of thereorganization projects, and so the Ministryopted to maintain the budgets.

After the Reorganization ProjectsDohm admits there are still problems with

the new restructuring, a main issue being lackof experience and education in economics atthe police management level. While the chiefsmade excellent leaders in policing, their skillsin administration and economics left much tobe desired. The common lament was theweighty responsibility of fiscal decisions andthe increased work load. The common demandwas accessible MBA-level programs.

Here, the conversation turns to Germa-ny’s policing education system, which is com-pletely subsidized by the government. Offic-ers have 2 + years of basic training, and after a

few years on-duty, and if they qualify, they canstudy another 2 + years at the University ofApplied Police Science to obtain a ‘diploma’,the equivalent of a Master’s Degree. With thisdiploma, they qualify for the level of Inspec-tor, becoming management. The problem, saysDohm, was that previously the students at thispoint in their training only had control over5% of their subjects. Furthermore, they hadthe problem of management being trained inall areas, but specializing in none.

The reorganization projects changed this,and they can now chose up to 25% of theircourses. Furthermore, there is new emphasison administration and economics. With train-ing in specific areas, police management ismore capable of prioritizing force responsibili-ties, and addressing more effectively staffingand budget issues. Their varied experienceleads to more innovative solutions, which of-ten leads to decreased budgets.

The trick to maintaining this trend, saysDohm, is to continue to make education ac-cessible. He points to recent distance-learn-ing programs now made possible with the ad-vent of the Internet. Provinces no longer haveto lose as much money and manpower to extratraining. However, he does not advocate forthe phasing-out of institutions like his own Uni-versity of Applied Police Science, saying, “weneed to maintain these centres for the purposesof research. There are a lot of unansweredquestions coming out of the reorganizationprojects, and still more research to do on thelong-term effects of the changes.”

Ed Swayze, former Regina Deputy Chief,appreciated Dohm’s point of ‘cost accounting’,agreeing that to organize a total restructuring,you have to start with knowing where you arespending the money. Swayze regretfully addsthat when forces start attaching monetary valueto services, they will be less likely to ‘share’resources, which was a necessary part of theCanadian landscape. He cites an example ofhow his force used to send K-9 units as far as300 miles away to help other forces. He feelsthis cooperation will now become extinct.

For the most part, however, Swayze saysmany of Dohm’s observations of German is-sues in policing ring true for Canadian PoliceForces, as policing ‘is generally the same eve-rywhere, whether it’s a matter of politics, ad-ministration or internal security.’ He points outthat things in Canada are not very easy, either,his old force being decreased 50 staff mem-bers since 1984. Of management he says,‘there are lots of really good officers, but fewthat are academically qualified on the admin-istration side, unless they come with previousbaggage.’ He and Dohm concur the solutionfor German and Canadian research involvesmore research and better education.

German police struggle with restructuringby Monica Petroski

Monica Petroski is a member of the PoliceExecutive Management Programs Facultyof Administration, University of Regina.

Dr. Peter Dohm


It all began one day in 1988 while fly fish-ing for trout in Skagit Valley, B.C., when PaulMcCarl reached down into the water by his feetto try and catch what he thought was a smallminnow.

As his hand emerged from the water, itwasn’t a fish but a small piece of black granitethat lay across his palm. It’s wet and silkysmooth surface reflected the dwindling day-light. The mixture of the evening sunset andthe passing clouds, caused the light to be re-flected off the surface of the stone and intoMcCarl’s eyes.

McCarl took a few more moments to ad-mire the small piece of granite before gentlyplacing the tiny rock into a pocket of his fish-ing vest.

He later gently removed the exterior edgesof the stone, allowing the emergence of the tinyfish he had originally viewed when it had beenlying on the floor of the mountain stream.

That was McCarl’s first stone carving.Now, 12 years later, sculpting is still his

method of escape from the pressures associ-ated with his regular job as a Serious Crimesinvestigator with the RCMP.

The 22-year police veteran says he spendsabout 20 hours a week sculpting stone at hishome in Abbotsford.

“When I feel like cutting, sanding, or pol-ishing stone, I just walk to the work shop andget busy,” McCarl said.

But the officer’s time in his shop oftenisn’t his own. McCarl has an open-door policyand regularly finds himself surrounded byfriends, neighbours, clients and gallery own-ers as he transforms granite, jade, quartz andmarble into coveted works of art.

And make no mistake about it - these arecoveted and respected works. Some ofMcCarl’s pieces of art presently grace galler-ies throughout B.C. and are featured officecenter pieces at the Canadian Senate. A numberof stone sculptures have been given as gifts tointernational dignitaries and featured as scen-ery enhancements in major movies. McCarl hasalso created commissioned works for publicdisplay and others that are part of private col-lections around the world.

Over the past few years, McCarl hasgained considerable media attention and hispopularity has steadily risen. The artist, whohas donated a number of his pieces to variouscharities, has become recognized as an accom-plished stone carver and the Abbotsford com-munity has dubbed the Guelph, Ont., native“Granite Man”.

“I’ve received a lot of support,” he said.“I think it’s really positive, not just for myself,but for the whole community.”

McCarl, 45, says he finds his inspirationwhile walking along B.C. riverbanks. He isconstantly in search of boulders unearthed bynatural erosion. The stones are hand picked andselected after careful inspection.

The selected rocks are cut with diamonds,chipped and snapped with chisel and hammer,

ground with a diamond cup grinding disc, thenfiled and sanded with diamond hand pads. Theresult are smooth finished, life-like works thatappeal to the eye and call out to be touched.

Currently, McCarl is sculpting a life-sizedGrizzly Bear from a 12-ton boulder. He esti-mates that the piece - his largest work to date -should take about 1,000 hours to complete.

The granite sculpture was commissionedby a logging company and will be set on amountain when finished.

“It will probably be about eight or nine

“Granite Man” Paul McCarl sculpting.

The tale of the “Granite Man”

tons when it’s done,” he said. “It’s just startingto take shape now.”

McCarl admits that sculpting takes up alot of his spare time, but he says he doesn’t lethis art consume him. The married father of onegrown daughter, also enjoys hiking, curling,fishing, football, hunting, hockey, skiing andbaseball.

While all of these activities keep him busy,McCarl always returns to the pieces of art inhis workshop and hopes to continue to do soafter he leaves the RCMP.

“I’m hoping that when I retire I can con-tinue,” the Granite Man said. “It’s a lot of fun.”


Blue Line’s Classified advertisements are a free service to law enforcement agencies and related personnel support groups. Other persons or organi-zations may place their notices in this section at a price of $50 per insertion up to 25 words. Pre-payment by Visa, MasterCard or Cheque only please.Send information and pre-payment to: 12A-4981 Hwy. 7 East, Ste. 254, Markham, ON. L3R 1N1 or Fax (800) 563-1792 or e-mail to [email protected]

January 24 - 27, 2000February 21 - 24, 2000Ice Rescue Specialist ProgramToronto - OntarioThe Toronto Police Marine Unit isoffering this course on two occa-sions. The course introduces emer-gency services personnel to theequipment and proper techniques tosafely conduct ice rescues. Call Sgt.Stephen Henkel at (416) 808-5800.

February 10 - 11, 2000Fourth Annual Conference onChild Abuse IssuesNiagara Falls - OntarioThe Niagara Regional Police Serv-ice Child Abuse Unit will host thisconference geared towards law en-forcement agencies, child welfareservices and any other agency in-volved in the field of child abuse.Topics will include Shaken BabySyndrome and the emotional effectson children who witness or sufferdomestic abuse. Contact LianneDaley at (905) 688-4111, ext. 5100.

February 21 - 24, 1999Annual International FugitiveInvestigators ConferenceToronto - OntarioHosted by the Toronto Police Serv-ice’s Fugitive Squad, this seminarwill address issues relating to lo-cating and apprehending fugitivesthroughout the world. ContactBrian Borg at (416) 808-4550.

March 5 - 10, 2000Canadian Police Alpine GamesVernon - British ColumbiaThe Canadian Organization ofPolice Skiers is hosting this rec-reational race open to law enforce-

ment personnel from around theworld. Contact Sgt. Joe Loran at(306) 780-5470.

March 6 - 10, 2000Sexual Assault InvestigatorsSeminarToronto - OntarioThe Toronto Police Service is host-ing this five-day seminar whichwill deal with many aspects ofsexual assault investigation. Con-tact Det. Cst. Tracey Marshall at(416) 808-7448.

April 4 - 7, 200014th Annual ForensicIdentification SeminarToronto - OntarioHosted by the Toronto Police Serv-ice, this seminar will include lec-tures, workshops and a trade show.Contact Greg Schofield at (416)808-6825.

April 9 - 12, 2000Policing CyberspaceConference and TradeExhibitionVancouver - British ColumbiaThis conference will address criti-cal international issues emergingfrom the use and abuse ofcyberspace. Contact Bessie Pang at(604) 980-3679.

April 18 - 19, 2000RESPONSE 2000Markham - OntarioBlue Line Magazine’s fourth an-nual trade show is the perfectplace to review, test and purchaseproducts and services. Call (905)640-3048.

April 18 - 19, 2000Blue Line SymposiumMarkham - OntarioHeld in conjunction with Re-

sponse 2000, the symposium willconsists of four half-day coursesby qualified leaders in a variety ofpolice disciplines and expertise.Space is limited. Take advantageof the early bird special by regis-tering before March 1. Call (905)640-3048.

April 28 - 30, 2000Inter-Denominational RetreatPickering - OntarioA time for personal growth andrenewed hope. A pause in thehectic routine of daily life, achance to be alone, to relax, toreflect, a time for yourself. Scrip-tures, audio-visuals, healing lit-urgy, personal counselling. Con-tact Insp. Larry Sinclair at (416)808-7081.

May 1 - 12, 2000Level One Coxswains CourseToronto - OntarioThis course is an introductory levelprogram designed for law enforce-ment officers who are currentlyassigned or will be assigned to ma-rine unit duties. Contact Sgt.Stephen Henkel for more informa-tion at (416) 808-5800.

May 11 - 13, 200015th Annual Ontario PoliceBasketball ChampionshipsSudbury - OntarioThis tournament is held in differ-ent Ontario cities each year to sup-port various charities. Contact RobThirkill at (705) 675-9171, voicemail 76672.

May 15 - 18, 200028th Annual Auto TheftInvestigator Training SeminarMarkham - OntarioHosted by three police servicesand the Insurance Crime Preven-

tion Bureau. Call Det. Cst. DougCousens at (705) 329-6454.

May 28 - 30, 2000Police & InformationTechnology: Understanding,Sharing & SucceedingCornwall - OntarioThis conference, hosted by the Ca-nadian Police College, will focuson the impact of information tech-nology, public security and inte-grated justice, system standardiza-tion and organized crime and theuse of information technology.Contact Sgt. Jean-Pierre Huard at(613) 998-9253.

Up-Coming EventsUp-Coming Events

Each week Blue Line Magazine publishes this lawenforcement news based service. This executive level readingservice, now in its fourth year, scans over 90 daily newspapersfor stories of interest to those involved in law enforcement.The results of this search are published in 52 issues.

It is available by fax for $200 per year and, if time is notcritical, by mail for $100.

If you want to get plugged into this kind

of power see Page 39 for more details.

Information is PowerBlue Line News Week has that power !

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Instructors wanted for subjectsin the Police Foundations trainingcourse. Must be an excellent com-municator, experienced in the spe-cific subject and a very caringteacher. Call in confidence and askfor Mr. McGivern at (416) 480-1545. Police Foundations Acad-emy, is a division of CommercialBusiness College. Province ofOntario fully accredited and reg-istered training.


A lack of funding and a shrinking numberof police officers over the past decade has al-lowed the private security industry to flourish,the president of the Canadian Police Associa-tion says.

“We’re concerned about the lack of fund-ing for the public police services which is af-fecting service levels and making it impossi-ble for the public police to deliver the servicelevel that Canadians deserve and demand,”Grant Obst said during a national conferenceon police and private security held in Toronto.

“We’re concerned with how that cashstrapped police service is allowing a market tobe created that’s being filled by private secu-rity.”

Obst said his association, which representsmore than 35,000 police officers, wants regula-tions and standards for private police in the ar-eas of education, recruitment and training.

While police officers across the countrybelieve there is a place for private security inCanadian society, there is growing concern overtheir level of accountability, Obst said.

“Private security is accountable to theiremployer, which is their client,” the CPA presi-dent said. “They’re not held to the same de-gree of accountability as the public police are.

Security boom result of budget shortfalls: ObstNational union wants private police to be held more accountable for their actions

Grant Obst Larry Gravill

“We believe that if any organization isinvolved in law enforcement where you’re ex-ercising authority over an individual... whereyou’re restricting someone’s rights as definedin the Charter of Rights and Freedoms, thenyou have to be accountable and there has to bea public mechanism to hold you accountable.”

Ross McLeod, the owner of a private se-curity company and a founding member of theAssociation of Professional Security Agencies,said the industry is already heavily regulated.

In Ontario, security agencies are held ac-countable by the local police force in the mu-nicipality where the agency is providing serv-ice, the provincial police who issue securitylicences, the clients who hire them and the in-surance companies, who will increase rates orterminate policies if claims are made against asecurity agency, McLeod said.

He added that his association has no ob-jection to having additional regulations im-posed on the private security industry as longas they are involved in the process.

Waterloo Region Police Chief LarryGravill, the president of the Canadian Asso-ciation of Chiefs of Police, said police and pri-vate security officials need to work together todefine their roles in society.

“The interface between policing and pri-vate security needs to be clearly defined,”Gravill said.

“For both to be effective ways need to befound to ensure that the two do not come intoconflict but work co-operatively wherever pos-sible.”

The conference, held in late November,examined issues including accountability, eth-ics, public and private justice and the chang-ing roles of police and security.

Fantino to head Toronto policeJulian Fantino is returning

to the police force where it allstarted.

The former Toronto policesuperintendent, was appointedin November as the city’s nextchief of police.

Fantino, currently the chiefof the York Regional Police,will return to Toronto to replaceDavid Boothby who is set to re-tire on Feb. 28.

The police services boardselected Fantino in a 5-2 vote following anumber of interviews.

The chief designate, who has long beenknown as a no-nonsense, law-and-order of-ficer, wasted no time in sending a strongmessage to the criminal element after beingappointed to the police service’s top job.

“We will be diligent in every way pos-

sible in your pursuit and prosecu-tion,” Fantino was quoted as say-ing.

Jeffrey Lyons, the vice-chairof the police services board, saidthe new chief will bring a strongsense of leadership to the jobwhich has been needed for sometime.

Fantino, 57, began his lawenforcement career as a Torontopolice officer in 1964. During histime with the force he worked in

homicide, criminal intelligence and drug en-forcement.

He left Toronto in 1991 when he tookthe chief’s job in London, Ont. In 1998, hewas appointed to his current position as thehead of the police service in York Region.

Fantino applied for the Toronto chief’sjob in 1994, but lost to Boothby by one vote.

Police chief agreesto early retirement

The chief of police in New Brunswick’sRothesay Region has agreed to an early re-tirement.

Tom Gladney will officially retire fromthe force on Feb. 1, 2000.

In the meantime, he will be on medicalleave due to on-going health issues.

Gladney was facing charges in relationto comments he allegedly made about the pastof a female judge.

In a press release, Gladney said the com-ments attributed to him were unfortunate andan apology has been made.

Police Act charges against the chief havebeen dropped by the Rothesay Regional JointBoard of Police Commissioners.

The search for a new chief of police isnow underway.

Stephen McIntyre will head the force un-til a replacement is named.

Julian Fantino


Political associations and interfer-ence are primarily responsible for hin-dering the RCMP when it comes to en-forcing laws and providing effectivepolicing, according to a retiredMountie.

“A large number of serv-ing members, many veteransand the general public are be-coming disillusioned with theforce because of its inability tomeet their law enforcementcommitments,” Robert Head, aformer assistant commissioner,wrote in a report released to themedia in November.

“I am supported by many when I suggestthat this inability is primarily due to govern-ment interference into the management of theRCMP, coupled with a cutback in resources ear-marked for crime fighting.”

RCMP commissioners have been placedin “some conflict of interest” since the RCMPAct was changed in the early 1980’s and com-missioners also began to take on the role ofdeputy solicitor generals, according the report.

“One should be either a deputy ministeror the head of Canada’s senior police service,

not both,” the report, entitled ThePoliticization of the RCMP, states.

“Being in the chain of commandto government means that (the commis-

sioner) is in the loop with correc-tions, parole, CSIS, RCMP Exter-

nal Review Committee andRCMP Public ComplaintsCommission. As a governmentbureaucrat it is too easy to losesight of law enforcement andalign one’s thinking to supportpolitical initiatives.”

The report suggests poli-tics has played a role in the

RCMP’s current hiring practices, the force’ssupport for the federal gun registry, the APECcase and AirBus affair.

The current reporting relationship be-tween the commissioner and the federal gov-ernment “allows politicians to have too muchknowledge and influence over the day-to-dayoperations of the force,” Head states in his re-port. “There is suspicion that lack of financialsupport, coupled with a concern within somegovernment circles that the RCMP may be tooinfluential in Canadian society, will lead to adiminished role in policing.

“Whatever the case, it has led to severebudget restraint which in turn has had a nega-tive impact on the members’ ability to investi-gate and incarcerate law breakers.”

Head recommends that the RCMP severits ties to the federal government by having thecommissioner report directly to Parliament ina manner similar to that of the Auditor Generalof Canada and having candidates for the com-missioner’s job examined by an all-party Par-liamentary Committee.

In his 45-page report, Head also recom-mends that:

• the force first draw from a pool offormer RCMP members for foreign police du-ties before sending current members abroad.This would reduce the manpower shortagewhich results from officers leaving their de-tachments to serve in international missions.

• Ottawa create a separate agencysimilar to the Secret Service in the United Statesto provide security for the prime minister andgovernment dignitaries.

• in the annual report to parliament, thecommissioner explain the impact that Charterof Right decisions and Human Rights Tribu-nals have on the RCMP’s ability to enforcelaws.

While Head’s report is critical of per-ceived political influence over the federal force,the RCMP maintains that the government hasno involvement in the police service’s day-to-day operations.

“Our position is that our police operationsare independent from political interference andthat there is a very distinct line between opera-tions and administration,” said StephanieRichardson, a civilian spokesperson for theRCMP.

RCMP Commissioner Philip Murray hasmade some frank comments about his style ofleadership, an Edmonton radio station reportedin November.

In an internal document, Murray said heprefers to work with decision makers behindthe scenes to build effective relationships.

The commissioner has been criticized forhaving a distant relationship with rank-and-filemembers.

Murray stated that decisions need to bemade quickly and consultation doesn’t al-ways lead to consensus. He added that hemakes no apologies for his style of leader-ship and says it would not be effective or pro-fessional to engage in a war of words in themedia.

The internal document was sent to allRCMP detachments.

Former assistant commissioner criticizes Mounties

Murray defines hisstyle of leadership

ALLEGED OFFENCE: A material witnessin the bombing of an abortion clinic in whicha police officer was killed.

IDENTIFYING MARKS: Scar on chin.

OTHER DETAILS: Eric Robert RUDOLPHis charged in connection with the bombingof an abortion clinic in Birmingham,Alabama, on Jan. 29, 1998, in which apolice officer was killed and a nurse criticallywounded. RUDOLPH is known to own anAR-15 rifle.

NAME: Eric Robert RUDPOLPHWANTED AS: Bombing Witness

D.O.B.: 09/19/66

SEX: Male

HEIGHT: 5’11”

WEIGHT: 165 lbs.

HAIR: Brown

EYES: Blue

CONSIDERED ARMED AND DANGEROUS

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This is a free service open to alllaw enforcement agencies in Canada.


Customs officers upset over lack of powerDelays in giving customs officers the

power to make arrests could prove danger-ous, according to the union that representsthem.

A law passed in May 1998, allowing cus-toms officers to arrest and detain suspects, willgradually be phased in beginning in the spring,the federal government announced in Novem-ber.

But the Customs and Excise Union saysthat could compromise the safety of bordercommunities and make it easier for criminalsto enter Canada.

Customs officers are currently unable todo much because they don’t have the propertools or training, the union said.

Before officers can arrest suspects, they willhave to receive training and be issued pepperspray and batons. Entry points will also have tobe equipped with secure holding rooms.

The Canada Customs and RevenueAgency said the planned changes will costabout $19 million by the year 2002.

Under the plan, officers at 32 large andmedium-sized land border crossings and thefour largest international airports will be ableto arrest suspects beginning this spring.

The remaining officers will have to waituntil their points of entry are phases in, though

the agency admits it doesn’t have a specifictimeline.

The agency says it decided to address theports with the largest number of incidents firstand then assess the lower-risk ports later.

The 32 ports scheduled to be covered inthe first phase are responsible for 82 per centof customs traffic.

Union president Serge Charette said sus-pected criminals may have a greater oppor-

tunity to enter the country illegally if theyknow some officers have less authority thanothers.

Charette said that a drunk driver, for ex-ample, may use one port of entry over anotherif he knows officers there don’t have the powerto arrest him.

Once the 32 ports are phased in the re-maining ports will be added at a rate of oneland border crossing per month.

Three mem-bers of the HalifaxRegional Policemade history in No-vember as they em-barked on a ninemonth tour of dutywith United Na-tions Peacekeepersin Kosovo.

Sgt. RogerMerrick, Sgt. BudSnow, and Cst. DonDauphinee are thefirst municipal po-lice officers from At-lantic Canada tohave been invited to participate in a UN mission.

The officers underwent strenuous physical testing, numer-ous psychological tests and interviews before being chosen to go.Then after mounds of paperwork and no less than 14 differentinoculations, the three arrived in Ottawa for tour briefing beforeleaving for Pristina on Dec. 15.

The three members were told they would not know their as-signments or final locations until they arrived in Kosovo.

Halifax Regional Police have set up a special e-mail proto-col, so the officers can share their experiences with their familyand friends back home. At this time, it is not known how often theofficers will have access to a computer or the Internet.

Halifax police officersjoin UN Peacekeepers

READY FOR ACTION: (L-R) Halifaxofficers Cst. Don Dauphinee, Sgt. BudSnow and Sgt. Roger Merrick stand withUN tour facilitator Staff Sgt. Fred Sanfordprior to their mission.

The rate of individuals charged withimpaired driving dropped by 3.6 percent in 1998, the 15th consecutivedecline, Statistics Canada reportedin November.

A total of 70,587 people werecharged with an impaired offence lastyear. That is less than half the number ofpeople who were charged in the early 1980s.The number of charges laid has declined by 65per cent since 1981.

Police charged 103 persons with impaireddriving causing death in 1998, the lowest numberin a decade. There were also drops in the numberof charges of impaired driving causing bodilyharm and accident victims found to be impaired.

Statistics Canada attributed the declineover the years to factors such as an ag-

ing population, stronger penalties forconviction, declining alcohol con-sumption among Canadians and theincreased use of designated driv-

ers.While there are indicators which

point to an actual decline in drunk driving,roadside licence suspensions may also be a fac-tor in the drop in the number of impaired driv-ing charges, the statistics agency said.

All provinces and territories recorded areduction in the number of charges with theexception of small increases in Nova Scotia andManitoba.

Impaired driving charges continue to decline

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• Keep victim warm and quiet.• Ensure that medical personnel are aware of the

material(s) involved, and take precautions to pro-tect themselves.

Canadians have invented acomputer system to helpsolve crimes, but the pricetag is too expensive for ourpolice services.

The Integrated Ballis-tics Identification System, which was devel-oped in Montreal, links guns to unsolvedcrimes. However, the $750,000 up-front costfor the computer and satellite links is more thanCanadian police can afford.

The system is currently in use in theUnited States and South Africa, delegates at-tending a national law enforcement conferencein Edmonton heard.

Earl Hall, with the RCMP’s crime lab inVancouver, said the Mounties thought the sys-tem would be too expensive because new staffwould be needed to operate it.

Hall suggested that police services in theU.S. have enough unsolved crimes to make thesystem worth paying for.

While in Vancouver, for example, the labhas dealt with just more than 40 unsolved casesover the last several years.

The use of small illegalhandguns is growingamong teenagers, a policeofficer told a forensic sci-ence conference in Edmon-ton.

Bill Carver, a Victo-ria staff sergeant who worksfor the British Columbiagovernment tracking the illegalmovement of firearms, said arecord check of 5,000 guns seized in theprovince showed that small handguns weremost often found in the possession of youthsbetween the ages of 14 and 17.

Carver told a joint conference of the Ca-nadian Bar Association and the CanadianSociety of Forensic Science in Novemberthat teens are obtaining converted starter’spistols, refurbished guns that have been in-effectively deactivated and weapons thathave been smuggled from the United States.

“We see these showing up in the handsof 14-year-olds,” Carver was quoted as say-

ing. “What is a kid doingwith a .32-calibre or .25-cali-bre handgun?”

He officer said the con-version of starter’s pistols into

.32-calibre handguns has becomea wide-spread problem in Ontario

and is gaining popularity across thecountry.

“There’s absolutely no regulation ofstarter’s pistols,” Carver was quoted as say-

ing. “No registry of the sale, nothing.”He said teenagers can walk into a store

and purchase one. He added that most gunshop owners won’t sell them to 12-year-olds.

Weapons that have been legally deacti-vated also create a problem because, likestarter’s pistols, they don’t require registra-tions.

Carver, a court-qualified firearms ex-pert, added that there are no consistent stand-ards on how the weapons are disabled, whichmeans it is sometimes possible to restorethem to working condition.

Illegal handguns popular with teensComputer system tooexpensive for police


Criminally FunnyCriminally FunnyCriminally FunnyHumorous tales of laughable oddities from both sides of the thin blue line

Better left unsaidAn Ontario man was sentenced to a year in

jail after he admitted his guilt to a police officerjust moments after being acquitted of assault.

The man was acquitted of two counts ofassault in July 1998.

But after the verdict was handed down,the man approached a police officer and toldhim he was in fact guilty.

The officer testified that the man said hisadmission was “off the record”.

The man, who was convicted of perjuryin October, apologized to his family and thecourt during sentencing.

Walking in the snowA suspected thief apparently forgot about

leaving his footprints in the snow as he madehis way through the street of St. Thomas, Ont.,in early November.

When a passer-by noticed a parked truckwith an open door at 4 a.m., police were noti-fied.

When police arrived on the scene theydiscovered footprints in the snow by the truck,which led them to two other vehicles that hadbeen broken into.

Police followed the footprints until theyfound a suspect standing in the freshest set.

A 19-year-old man was arrested andcharged.

Con extends himselfA New Jersey man under house arrest

didn’t let an inconvenience like an electronicmonitoring bracelet stop him from sellingdrugs, according to police.

The man moved the monitoring system’sbase unit to the doorway of his apartment us-ing a number of telephone extension cords,authorities said.

This allowed the man to leave his apart-ment without triggering the alarm which wouldnotify authorities that he had left, police said.

The man was arrested in October after un-dercover police officers purchased heroin fromhim.

It’s a very good bookA woman was charged with careless driv-

ing in November for reading a book while driv-ing on a busy highway.

The Phoenix, N.Y., woman was chargedby an Ontario Provincial Police officer whospotted a car driving erratically and then no-ticed the driver was reading a book.

A police spokeswoman said it took timefor the driver to notice that police wanted herto pull over.

There was no word on the title of the book.

Reprint: From The Cop Shop

Oh, happy day! On October 4,1892, all four Fredericton cops real-ized they were starting to get someof the recognition they so richly de-served. That was the historic day thatthe skinflint City Council voted togive the Fredericton Police Depart-ment permission to “procure a pairof handcuffs.” A mere forty-one years afterentering the rough-and-tumble, dangerousbusiness of hauling criminals off to jail, theyfinally had a pair of handcuffs they couldtake turns using.

But that was just the start of their goodfortune. The coppers were on a roll!

On May 2, 1893, City Council decreed,“The Police Department is given leave to pur-chase a cord of hardwood for the police of-fice this winter. The City Treasurer advancestwo dollars to Sergeant Phillips for this.”

And then, as if all that largesse weren’tenough, on August 4, 1894, Council tossedmoney around wildly again, this time ruling,“The Police Department is given permission

to purchase a secure door for thecell.” The gendarmes were besidethemselves with joy. After a paltryforty-three years they were gettinga cell door that would lock!

Well, you can imagine howthrilled the cops were when, onceagain, the City Fathers fell into theirarms. On September 3, 1895, onlynineteen years after Mr. A.G. Bell

invented the contraption, Fredericton CityCouncil proclaimed, “The Police Depart-ment is given permission to get a telephone.”

“What will the police get next?” folksasked all over town.

The four policemen let it be known thatthey sure could use a rubber raincoat—each.

On November 6, 1895, City Councilvoted as follows:

“Moved that council buy four rubberraincoats for use by the police officers whileon duty in inclement weather. Motion de-feated.”

Well, as the old baseball saying goes,“You win some, you lose some and someare rained out.”

Budgets have always been tight

As you can see,We take impaired driving

very seriouslyaround here !

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Documents

Volume 12 Number 1 - Blue Line · Since the “reccy”, the house has been under close observation for over an hour. As you roll up to the location you visual-ize the approach and