FBI-CJIS Security Policy Compliance Officer
Mark Rivera, Customer Retention Manager and CJIS Security Compliance Officer with Vigilant Solutions, served for sixteen years with the Maryland State Police, retiring at the rank of First Sergeant with thirteen of those years at the supervisory and command level. He holds a Master of Science Degree in Management from The Johns Hopkins University and Secret clearance through the FBI, Baltimore.
Have you ever been in a situation where you were trying to find out why something happened and you got nowhere? Nobody cared because no one was holding them accountable.
Dispatch has received numerous calls about a large house party. Cars are parked in the street, on sidewalks, and in people's yards. The music is very loud and there are several reports of fighting. There is one report of a gun being flashed around. Callers estimate there are well over 100 people involved and say more cars keep arriving.
Don't just take the call you are dispatched to at face value. You never know until you get there and see what your investigation brings up.
I document my attempts to seek people's cooperation and move on. It's my "If it's not important to you, it's not important to me" axiom.
Dispatch advises that a 1-year-old was found dead in his crib. When the mother's boyfriend went to check on him at 05:00 this morning, he was not breathing and cold to the touch.
Supervisors often hear that they are to lead by example, but what does that really mean? You are the first person who has to obey in order to comply with the very things you demand of others.
If you're considering purchasing a helicopter for your agency, here are some topics you need to explore in your journey toward achieving flight operations.
The suspect has advised that if anyone comes near his mother he "will take them out." You also know the sergeant asking for help uses poor tactics and will count heavily on his personal relationship with the suspect.
All of a sudden you see a car run the checkpoint, and just as it turns out of view you hear shots fired and an officer calling for help over the radio.
Let's take a look at each paragraph individually and see how the Marine Corps' planning format might be used in planning a law enforcement operation or project.
After 15 minutes of work to free the transport stuck on the tracks, an eight-car commuter train carrying 90 people rounds the bend and slams into the turbine, derailing four of the eight cars. At least 60 people are injured. You are the only supervisor available that day.
If an officer has gone from a go-getter to a no-getter, find out why.
You get a call at 1:30 a.m. that the freezer alarm has been sounded at a local fast food restaurant with drive-through service that's located in a high-traffic tourist area of town. There are rarely, if ever, false alarms at this location.
You're kidding yourself if you think that you will ever have a fully trained and motivated command. You are a trainer, a coach, and if you care about the future, a mentor. In reality, each has its own role, specific purpose, and desired outcome.
In every call for service, you should think things through before you begin your response. Each call can be broken down into three phases: pre-response, response, and post-response.
Most facets of supervising can be placed in one of two categories: action or admin. The action parts are what supervisors usually enjoy doing the most. The admin side is a different story.
You get a call about a missing elderly white male who left his residence somewhere between 21:00 and 04:00 while his caregiver was sleeping. The gentleman is 74 years old and expected to be walking in dress clothes. He has a habit of wandering off.
Support for your idea starts when you get decision-makers on your side by being brief and to the point.
It's 13:30 on a Tuesday and dispatch advises you that someone called the local middle school saying he planted a bomb and it is set to go off at 14:30, just as school lets out. The school is waiting for law enforcement's response.
A person with a bad attitude can be disruptive to the workplace, it's not something you want in your unit but before you face the issue head on, make sure you've documented their bad tendencies.