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• Understanding Digital Footprints: Steps to Protect Personal Information, A Guide for Law Enforcement

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  "Cybercrime is an ever-growing issue for state, local, tribal, and territorial (SLTT) law enforcement. With advancements in technology, coupled with the oversharing of personal information, law enforcement not only needs to ensure the public's safety online but also be cognizant of the digital footprint that people are leaving behind. This document provides material designed to assist law enforcement personnel in protecting themselves and their families from becoming cyber targets: protecting personal information, cyber dos and don'ts, and links to further cyber training and resources."

  United States. Bureau of Justice Assistance

  2016-09
• Drug Market Initiative Implementation Guide and Lessons Learned

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  "In 2004, officials in the High Point Police Department (HPPD) in High Point, North Carolina similar to police executives in many communities, had grown tired and frustrated with open-air drug markets and their associated crime and disorder. With the blessing of a new Police Chief, HPPD set out to try something new. Based on the successes of the Boston Gun Project (Kennedy, 1996) and similar strategic problem solving approaches (e.g., Braga, Pierce, McDevitt, Bond, and Cronin, 2008, McGarrell, Chermak, Wilson, and Corsaro, 2006), as well as the department's experience with gun and gang violence reduction through Project Safe Neighborhood (PSN), HPPD set out to implement a strategic, focused, data driven project to eliminate drug markets. Rather than focusing on individual drug users and sellers, they focused on shutting down drug markets using a nine-step process (to be discussed later in this document). Their first effort in the West End Neighborhood produced a reported average crime decrease of 57 percent over four years in that neighborhood. According to local residents and the police, the open-air drug market literally disappeared overnight. And, just as interesting, there seemed to have been no displacement effect. That is, HPPD closed down the open-air drug markets in the West End neighborhood without finding evidence of the market reopening elsewhere."

  United States. Bureau of Justice Assistance

  Hipple, Natalie Kroovand; McGarrell, Edmund F., 1956-

  2012-03
• Bioterrorism Bulletin: Policy and Operational Guidance from the Bureau of Justice Assistance [February 2004]

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  This February 2004 issue of the Bioterrorism Bulletin contains the following articles: "CDC Local Centers for Public Health Preparedness: Resources for Local Law Enforcement in Bioterrorism Planning, Prevention, and Response"; "Forensic Science and Homeland Security: A Missing Component to a Complex Problem"; "Police and Public Health: Moving Toward Collaboration"; "Paper Examines Key Quarantine Issues for Law Enforcement Executives"; "'First Responder Treatment and Resource Guide' Spells Out Prevention and Mitigation Steps to Protect Emergency Staff"; and "DoD National Defense University: A Resource for Homeland Security Preparedness".

  United States. Bureau of Justice Assistance

  2004-02
• United States Department of Justice Office of Justice Programs Annual Report to Congress, 2013

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  In Fiscal Year (FY) 2013, OJP [Office of Justice Programs] made grant awards totaling more than $2 billion to criminal and juvenile justice organizations and victim service providers at the national, state, local, and tribal level to support public safety and justice initiatives in every part of the United States. This report includes both new and continuing programs administered by OJP. The first section of this report describes programs, initiatives and activities that operate across OJP. The second describes the work of each Bureau and Office, highlighting the major accomplishments in FY 2013.

  United States. Bureau of Justice Assistance

  2013
• Defusing Difficult Encounters

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  "Law enforcement officers across the nation make tens of thousands of public contacts every single day, including those resulting from casual encounters, responses to calls for service, traffic enforcement, and arrests. The majority of these contacts are routine and uneventful, with most members of the public recognizing and complying with lawful instructions. Sometimes, officers become involved in interactions in which achieving compliance is more difficult, as the result of either willful resistance or a person's inability to comply. In either scenario, the first priority of involved officers is their own safety and the safety of those around them."

  United States. Bureau of Justice Assistance
• Real-Time and Open Source Analysis (ROSA) Resource Guide

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  "This document focuses on the social media component of real-time and open source analysis (ROSA). ROSA is the process conducted by law enforcement and analytic personnel to (1) develop or enhance criminal intelligence (including situational awareness reports), (2) support a criminal investigation, or (3) identify public safety risks either past, present, or anticipated. During the ROSA process, law enforcement and analytic personnel gather publicly available information (otherwise known as open source) via social media resources and tools for analysis to determine whether criminal activity is occurring to support a criminal investigation or to assess risks to public safety and security. For purposes of this guidance, references to 'social media' include only publicly available information derived from social media sites. The document is not intended to cover legal or policy issues related to accessing private social media information."

  United States. Bureau of Justice Assistance

  2017-07
• Update, Fiscal Year 2016: Body-Worn Camera Program

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  "The Department of Justice (DOJ) recognizes body-worn cameras as a law enforcement strategy aimed at improving public safety, reducing crime, and improving public trust between police and the citizens they serve. DOJ provides numerous resources to assist state, local, and tribal law enforcement agencies in developing and enhancing their body-worn camera programs. In addition to the resources listed below, the Edward Byrne Memorial Justice Assistance Grant (JAG) Program is a valuable resource for agencies when seeking funds to implement body-worn camera programs."

  United States. Bureau of Justice Assistance
• Bureau of Justice Assistance Programs Supporting Law Enforcement [November 2018]

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  This document highlights a series of current programs and grants directed at enhancing law enforcement efficiency at the Federal, State, and local level.

  United States. Bureau of Justice Assistance

  2018-11
• Peer Recovery Support Services Mentoring Initiative

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  From the Document: "Increasingly, peer recovery support services are an important--and sometimes central--part of efforts to effectively address the opioid epidemic. Peer-based services can be a vital part of the continuum of care for substance abuse and of efforts to address alcohol and drug abuse-- including opioid misuse. The Peer Recovery Support Services Mentoring Initiative (PRSSMI)--a special learning opportunity offered through the Bureau of Justice Assistance's (BJA) Comprehensive Opioid Abuse Program (COAP)--supports programs, organizations, and jurisdictions interested in incorporating peer recovery support services (PRSS) into their portfolios of substance abuse intervention and treatment strategies."

  United States. Bureau of Justice Assistance

  2019-04
• Officer Suicide: Understanding the Challenges and Developing a Plan of Action, An Executive Summary

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  From the Webpage Abstract: "Presented in a format of charts, tables, and outlines, this research summary provides data on officer suicide rates for 2017, 2018, and 2019, as well as percentages on where and how most officer suicides occur (off-duty, at home, and with a gun). A table presents features of the following major causes of officer suicide: 1) traumatic event (officers witness and experience critical and disturbing incidents that can stimulate unhealthy coping behaviors); 2) stress that precipitates adverse coping behaviors such as drug and alcohol use; 3) shift work and feeling undervalued, which affects healthy social relations; and 4) the cyclical nature of stressors. Another chart presents reasons why officers do not seek help in dealing with the major causes of officer suicide. These include shame and stigma, the police culture of self-management and mental toughness, embarrassment about mental health struggles, and a lack of agency-promoted programs to address suicide causes. A chart presents summaries of what works, including building resilience, having appropriate time-off from work following a critical incident, creating an environment with supportive management/coworkers, and positive coping. A list is provided of agency practices that facilitate positive and proven coping with the causes of officer suicide."

  United States. Bureau of Justice Assistance

  2020-07?
• Reducing Illegal Firearms Trafficking: Promising Practices and Lessons Learned

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  "Throughout the United States, violence involving firearms remains at an alarmingly high rate. The Federal Bureau of Investigation's 1996 Uniform Crime Reports indicates that firearms were used in 29 percent of all murders, robberies, and aggravated assaults in the United States in that year. According to the Centers for Disease Control and Prevention, firearms-related violence is a leading cause of injury-related death, second only to automobile-related fatalities. To stop the illegal flow of firearms to persons with criminal intent, law enforcement must develop strategies to address problems with gun dealers, stolen weapons, and illegal purchasers and suppliers. Furthermore, law enforcement cannot ignore the role that both nonlicensed and dishonest licensed firearms dealers play in the illegal movement of weapons. To address the illegal firearms trafficking issue, the Bureau of Justice Assistance created the Firearms Trafficking Program in fiscal year 1993. Three different initiatives were funded under this program: the Firearms Licensee Compliance Program, the Firearms Investigative Task Force Program, and the Innovative Firearms Program. Demonstration sites under each of these three initiatives were visited to identify goals, lessons learned, and promising practices and approaches of each project. The programs implemented at these demonstration sites made a number of significant inroads to reducing firearms-related violence. This monograph details the approaches sites used to achieve their goals, presents the lessons learned in these firearms trafficking reduction programs, and discusses the factors that either helped or hindered the programs' successes."

  United States. Bureau of Justice Assistance

  2000-07
• Guidelines for Establishing and Operating Gang Intelligence Units and Task Forces

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  "This document was developed by the Gang Intelligence Strategy Committee (GISC), a committee under the U.S. Department of Justice's Global Justice Information Sharing Initiative's Intelligence Working Group. The GISC--composed of federal, state, local, and tribal law enforcement; justice; and corrections representatives-- is tasked with improving gang-related information sharing. This document provides guidance to agencies seeking to establish and operate a gang task force or gang intelligence unit within their jurisdiction or those agencies that participate in a gang task force. [...] There are few communities within the United States that have been untouched by gangs and gang-related crime. The damage and fear caused by these criminal organizations present a tremendous challenge for law enforcement officials charged with maintaining a safe and secure environment for local citizens. It is virtually impossible for a law enforcement agency acting alone to adequately address the complex issues related to the gang culture. Progressive law enforcement leaders have recognized the limitations of 'going it alone' and have embraced the concept of a multidisciplinary/multijurisdictional response to combating gangs in their communities. The 2005 National Gang Threat Assessment pointed out that 'advances in technology and their future exploitation by gang members will create new challenges for law enforcement. However, collaboration and the sharing of intelligence will enable agencies across the country to stay one step ahead of gangs and their criminal activity.' Two efficient and effective approaches to coordinating efforts across agencies and jurisdictions are the creation of a gang task force--an organized system of intelligence sharing and coordinated operations among several departments and/or agencies--and the creation of a gang intelligence unit."

  United States. Bureau of Justice Assistance

  2008-10
• Addressing Community Gang Problems: A Practical Guide

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  "This monograph presents a problem-solving model that is applied to gang problems. This model is often referred to as SARA, an acronym for the four steps involved in the process--scanning, analysis, response, and assessment. Communities first initiate the problem-solving process by searching for and identifying gang problems--scanning. The second step of the problem-solving process--analysis--involves investigating the specific gang problem in greater detail. In general, analysis helps a community understand the nature of its gang problem--how it is manifested, who is harmed and how, and when the problems occur. Having identified their gang problems and thoroughly analyzed them, communities can proceed to the third step and develop their local response. The final step of the problem-solving process is an assessment of the effectiveness of the response. It can also be used to change the response, improve the analysis, or even redefine the problem."

  United States. Bureau of Justice Assistance

  Police Executive Research Forum

  1999-08
• Addressing Community Gang Problems: A Model for Problem Solving

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  "The Comprehensive Gang Initiative model provides a method for overcoming the barriers faced by agencies and groups attempting to address gang-related problems. It is a dynamic, ongoing process that provides guidance in examining a problem and finding out what factors allow the problem to persist. Answering the questions raised by the model is essential in selecting an appropriate response to gang-related problems in communities."

  United States. Bureau of Justice Assistance

  Police Executive Research Forum

  1999-08
• Police Guide to Surveying Citizens and Their Environment

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  "'How are we doing?' How the public answers this question can determine police strategies and, ultimately, their success or failure. When a police department surveys public opinion it may well seek to measure much more than citizen perceptions of where police stand in public sentiment. Research teaches that many popular yardsticks of police performance--speedy response to calls for service, for example--may tell little about law enforcement's true effectiveness in reducing crime and the fear of crime. Police survey teams may be probing deeper questions: How do citizens feel about open-air drug markets? Did that last crackdown make people feel safer? How do the elderly feel about our efforts? What do minority groups think? School children? Single female heads of households? Some evidence suggests that door-to-door surveys by police officers are enough by themselves to reduce crime and fear and enhance citizen attitudes toward police, independent of any information they gain or what police do with it. Surveys can also help measure the characteristics of neighborhood residents, the background of crime victims, or the background of offenders. They can supplement and help interpret other, more readily obtainable information such as census data, arrest reports, or complaints of crime."

  United States. Bureau of Justice Assistance

  1993-10
• Comprehensive Communities Program: Promising Approaches

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  Crime continues to be a major concern in our nation's communities. Public safety and quality of life are of critical importance to citizens, elected officials, and community services providers. Although public and private agencies and businesses have an interest and investment in preserving public safety, neither can do this job alone. Experience has taught us that problems can be solved better and more efficiently when tackled by communities as a whole rather than by individuals working alone. Partnerships work, and the Comprehensive Communities Program (CCP), a collaborative approach to reducing crime and increasing public safety, has proven its effectiveness. Under the aegis of the Bureau of Justice Assistance, CCP was initiated in 1994. The 15 CCP jurisdictions were able to successfully solve many of their crime prevention and control problems through partnerships developed between the community and local criminal justice agencies. These jurisdictions have done an exceptional job in developing their own resources, coordinating and implementing new programs and strategies, and reaching out to other sites and communities to share their experiences and assist with replication endeavors. This monograph details the planning, sustainment, support strategies used by the sites, and describes specific, successfully implemented programs. Many of the strategies developed and instituted focus on community mobilization, community policing, youth and gang initiatives, community prosecution, and alternatives to incarceration.

  United States. Bureau of Justice Assistance

  2001-04
• International Association of Chiefs of Police (IACP): Model Policy on Criminal Intelligence

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  The purpose of this policy is "to provide law enforcement officers in general, and officers assigned to the intelligence function in particular, with guidelines and principles for the collection, analysis, and distribution of intelligence information."

  United States. Bureau of Justice Assistance

  International Association of Chiefs of Police

  2003
• Office of Justice Programs Anti-Terrorism Funding Sources

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  Terrorism within the borders of the United States has been a focus of attention for emergency response agencies since the bombings of the World Trade Center in 1993 and the Alfred P. Murrah building in Oklahoma City in 1995. Since September 11, 2001, public agencies at every level of government have made building the capacity to prevent and respond to terrorist attacks a high priority. State and local agencies are drawing on resources to address their needs from a number of sources, including several grant programs administered by the Office of Justice Programs (OJP) in the U.S. Department of Justice. OJP resources that can be used by state and local jurisdictions to prepare and respond to domestic terrorism are available primarily through four OJP components: the Office for Domestic Preparedness (ODP), the Bureau of Justice Assistance (BJA), the National Institute of Justice (NIJ), and the Office for Victims of Crime (OVC). In addition, the Bureau of Justice Statistics (BJS) collects and analyzes statistical data and provides financial and technical support to state governments in developing state capabilities in criminal justice statistics and data. ODP focuses on training, equipment acquisition, technical assistance, and support for national, state, and local exercises. Information about the ODP State Administering Agency (SAA) points of contact is available at www.ojp.usdoj.gov/state.htm. BJA provides funding to states and localities for use by law enforcement agencies and funds several training and technical assistance initiatives that could aid law enforcement in preventing and responding to terrorist acts. OVC plays an active role in assisting victims of mass casualty terrorist crimes.

  United States. Bureau of Justice Assistance
• State and Local Anti-Terrorism Training Program

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  To help our nation's law enforcement and intelligence agencies confront these threats, the State and Local Anti-Terrorism Training (SLATT) Program provides training in detecting, investigating, and prosecuting extremist criminal activity, including activity that is inspired by international events. This focus distinguishes SLATT training from first responder and related weapons of mass destruction/nuclear, biological, and chemical response training provided to emergency service personnel. In response to the September 11 attacks, SLATT expanded its training and research on foreign-inspired terrorism to include specific organizations believed to be involved in the attacks. SLATT is a joint effort of the Institute for Intergovernmental Research (IIR) and the Federal Bureau of Investigation (FBI). It is funded by the Bureau of Justice Assistance (BJA) of the U.S. Department of Justice. BJA provides leadership and resources to state, local, and tribal governments and communities to reduce crime, violence, and drug abuse and to strengthen the nation's criminal justice system. BJA provides this assistance through formula and discretionary grants, training and technical assistance, publications, and the BJA Web site.SLATT specialized courses are designed for state and local law enforcement executives, command personnel, intelligence officers, investigators, training directors, and prosecutors. Terrorism Overview and Identification of Terrorist and Extremist Crimes---Offers a global perspective of terrorism and criminal extremism by addressing international, domestic, and special-interest groups, organizations, and ideologies. Richard R. Nedelkoff, Directorww.ojp.usdoj.gov/BJA.

  United States. Bureau of Justice Assistance

  2002-04
• Privacy, Civil Rights, and Civil Liberties: Policy Templates for Justice Information Systems [2008]

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  "There are a number of aspects to improving our capacity to prevent harm, including taking advantage of new technology, making better use of existing technologies and systems, linking information systems, and improving our justice system policies and business practices. [...]. The objective of Privacy, Civil Rights, and Civil Liberties Policy Templates for Justice Information Systems ('policy templates' or 'templates') is to provide policy templates that justice system practitioners can use to draft comprehensive policies to protect privacy, civil rights, and civil liberties principles applicable to their operations. The policy templates are intended for systems that seek or receive, store, and make available information in support of activities associated with the justice system, public safety, and health communities. These include criminal investigations, crime analysis, law enforcement, prosecution, defense, courts, corrections, pretrial services, probation, parole, or other activities in support of the protection of public safety, health, or other matters handled through the justice system. Also included are prosecution of activities or circumstances involving violations of public health and safety laws, including zoning and environmental protection. The templates are relevant to the administration of justice, strategic and tactical operations, and national security responsibilities. Finally, the templates are intended to address all types of public safety and public protection risks and threats, whether criminal or from natural disasters"

  United States. Bureau of Justice Assistance

  2008-02
• Bureau of Justice Assistance Programs Supporting Law Enforcement [October 2019]

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  This resource from the United States Bureau of Justice Assistance highlights a series of current programs and grants directed at enhancing law enforcement efficiency at the Federal, State, and local level.

  United States. Bureau of Justice Assistance

  2019-10
• Enhanced Collaborative Model Task Force to Combat Human Trafficking Program: Performance Update Report, Fiscal Years 2016-2018

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  From the Purpose: "This Performance Update Report provides information about key grant activities and accomplishments of Bureau of Justice Assistance (BJA)-funded law enforcement grantees under the Department of Justice (DOJ) Enhanced Collaborative Model Task Force to Combat Human Trafficking (ECM) Program."

  United States. Bureau of Justice Assistance

  2019?
• Transcript: Perspectives in Law Enforcement--The National Intelligence Model and Strategies from Great Britain: An Interview with Chief Superintendent David Bilson

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  "The Bureau of Justice Assistance Justice Podcast Series is designed to provide the latest information in justice innovations, practices, and perspectives from the field of criminal justice. In this edition, Michael Medaris, Senior Policy Advisor at the Bureau of Justice Assistance, talks with David Bilson, Chief Superintendent at the London Metropolitan Police Service, regarding London's National Intelligence Model, and how this model compares to policing methods used in the United States."

  United States. Bureau of Justice Assistance

  2010-04
• Justice and Public Health Systems Planning: Confronting a Pandemic Outbreak, May 24-25, 2006

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  "This document summarizes the proceedings of the symposium and captures the issues that were flagged and discussed. It also presents ideas that were communicated and generated at the symposium to allow the U.S. Department of Justice (DOJ) to formulate, publish, and disseminate best practices and model protocols for state, local, tribal, and private sector entities, which would act as the first line of response during a pandemic. DOJ will coordinate its efforts to do this with the U.S. Departments of Health and Human Services (HHS), Labor (DOL), and Homeland Security (DHS). The symposium was organized in response to the President's National Strategy for Pandemic Influenza (www.whitehouse.gov/homeland/nspi.pdf), which calls for a multilevel response by federal, state, and local governments to the potential, or impending, threat of the next human pandemic, which could be caused by an outbreak of the 'avian flu.' The purpose of the symposium was threefold: To give justice systems-law enforcement, courts, and corrections-an overview of the history of influenza, the nature of pandemics, and the particular threat of avian flu, with a special focus on how the rule of law could be threatened in such an event; To identify key issues that could affect public health and safety, and; To provide a forum for strategic cross-discipline discussions on preparation, planning, and response, paying special attention to lessons learned from past crises such as September 11 and Hurricane Katrina."

  United States. Bureau of Justice Assistance

  2006
• National Criminal Intelligence Sharing Plan

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  "The need for a National Criminal Intelligence Sharing Plan ('Plan') was recognized as critical after the tragic events of September 11, 2001, when nearly 3,000 innocent lives were lost as a result of terrorist attacks against the United States. This event initiated a concerted effort by American law enforcement agencies to correct the inadequacies and barriers that impede information and intelligence sharing- so that future tragedies could be prevented. In spring 2002, law enforcement executives and intelligence experts attending the International Association of Chiefs of Police (IACP) Criminal Intelligence Sharing Summit recognized that local, state, tribal, and federal law enforcement agencies and the organizations that represent them must work towards common goals- gathering information and producing intelligence within their agency and sharing that intelligence with other law enforcement and public safety agencies. Summit participants called for the creation of a nationally coordinated criminal intelligence council that would develop and oversee a national intelligence plan.1 In response to this crucial need, the Global Justice Information Sharing Initiative (Global) Intelligence Working Group (GIWG) was formed. Local, state, and tribal law enforcement representatives were key participants in the development of the National Criminal Intelligence Sharing Plan. This report outlines specific 'action steps' that can be taken immediately by almost any agency and what can be expected by performing those steps. The portion of the report titled 'The Rationale for the National Criminal Intelligence Sharing Plan'should be carefully reviewed, as it provides an in-depth discussion of the issues and recommendations presented in the National Criminal Intelligence Sharing Plan."

  United States. Bureau of Justice Assistance

  2005-06
• Recommended Fusion Center Standards: Developing and Sharing Intelligence in a New World

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  "The need for law enforcement to develop and share intelligence has significantly changed over the last few years. The long-standing barriers that built roadblocks among law enforcement agencies and public safety partners are slowly crumbling. Yet, the need to identify, prevent, monitor, and respond to terrorist and criminal activities remains a significant battle for the law enforcement, intelligence, and public safety communities. Through the support, expertise, and knowledge of law enforcement leaders from all levels of government, the fusion center concept can become a reality. Each law enforcement official has a stake in the development and exchange of information and intelligence and should act as an ambassador to support and further this initiative. It is the responsibility of leadership to implement and adhere to the recommended fusion center minimum standards. The development and exchange of intelligence is not easy. Sharing this data not only requires strong leadership, it also requires the commitment, dedication, and trust of a diverse group of men and women who believe in the power of collaboration."

  United States. Bureau of Justice Assistance

  2005-06
• Global Justice Reference Architecture (JRA) Specification, Working Draft v 1.4

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  "This report is intended as a resource for a technical audience, including Global Justice XML Data Model (Global JXDM) and National Information Exchange Model (NIEM) implementers, architects, developers, system integrators, and other justice and public safety technical practitioners. It provides the background and concepts- a strong foundation- required for the implementation of SOA. The Global JRA is a new term coined for the justice community, and it is derived from the OASIS Reference Model for Service-Oriented Architecture 1.0 (SOA-RM1). The reader should refer to the SOA-RM for more detailed information about many of the concepts in this document. JRA is intended to facilitate your SOA implementation by establishing a common language that can be used to exchange data with partner organizations."

  United States. Bureau of Justice Assistance

  2007-02-14
• Critical Look at Centralized and Distributed Strategies for Large-Scale Justice Information Sharing Applications

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  "Improved information sharing throughout the justice community is a national priority. An increasing number of organizations are launching programs to share information and conducting studies to plan for and implement justice information sharing initiatives. This paper adds to the growing body of knowledge by examining system strategies for information sharing. In particular, it looks at the advantages and disadvantages of using centralized and distributed strategies for large-scale, nationwide information sharing. Successful centralized and distributed justice information-sharing systems are in operation today, and it would be inappropriate to try to select one of them as having the best strategy for all circumstances. Instead, this study attempts to illuminate the positive and negative characteristics of the two alternatives and describe the situations that favor one approach over the other."

  United States. Bureau of Justice Assistance

  Harbitter, Alan

  2003
• Police Facility Planning Guidelines: Desk Reference for Law Enforcement Executives

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  "This Desk Reference is designed to help chiefs and other law enforcement executives make sound decisions through use of a comprehensive planning approach. It will help chiefs design and construct a new facility, renovate an existing police facility, or adapt another type of facility to police purposes. The Desk Reference incorporates the expertise of police chiefs, police facility project managers, architects and consultants and identifies the critical project management steps involved in successful planning."

  United States. Bureau of Justice Assistance

  2004
• Mutual Aid: Multijurisdictional Partnerships for Meeting Regional Threats

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  Traditionally, mutual aid agreements have been used on a limited basis to organize investigative teams or task forces. Today, these agreements are being used regionally to address the threats of international and domestic terrorism as agencies recognize that a more collaborative approach is necessary to prevent future attacks against our communities. Moreover, regional mutual aid agreements can be tailored to meet specific needs, address likely threats, and make available the full range of existing resources that can be brought to bear quickly in times of emergency. Although it has not always been the case, prevention is now considered an integral component of modern policing. Just as it is more effective to prevent a crime from occurring than to respond to it after it has occurred, so is it also more effective to prevent a terrorist act than it is to respond to one. Although mutual aid may have been conceived primarily to respond to disasters and emergencies, it also is well suited for preventing such occurrences. The organizational and collaborative approaches developed through mutual aid agreements bring together key decision makers who can share information and intelligence. It is through this sharing from agency to agency that line officers, investigators, and analysts are most likely to make the essential connections that can prevent an attack. Mutual aid is a key component of the National Incident Management System (NIMS), which provides the framework for emergency response. The federal government now directly supports the establishment of local mutual aid agreements with federal resources and has embarked on a National Mutual Aid and Resource Management Initiative.

  United States. Bureau of Justice Assistance

  2005-09