Summary and Conclusion. The San Diego Police Department (SDPD) has had a national reputation as a forward thinking, progressive, well-run agency. In fact, the SDPD was best known within the policing profession as the department that made problem-oriented policing a leading strategy that helped reduce violent crime rates by 50 percent nationwide. A number of high-profile incidents of police misconduct have challenged the SDPD to analyze what happened, identify the factors that contributed to the misconduct, and eliminate those conditions to prevent a recurrence of the problem. The significance of the misconduct scandals that the agency has faced beginning in 2011 go beyond the individual officers who broke the trust given to them. In other words, a number of flaws within the SDPD’s systems and policies enabled some of the misconduct to occur and continue without detection. The challenge facing San Diego is not merely the narrow task of preventing the specific types of misconduct that occurred from ever happening again. The SDPD has a broader, deeper task ahead of it: restoring the public’s trust. This involves not only creating technical systems such as a stronger early identification and intervention system (EIIS) to detect misconduct but also strengthening the culture within the department so that everyone inside the department, as well as the public, will know that there is no tolerance for misconduct. Experienced chiefs of police nationwide have said that misconduct will never be eliminated entirely, but measures can be taken to help prevent and deter misconduct, supervise officers more closely, detect signs of potentially prob- lematic behavior more quickly, and build a culture in which misconduct will be very difficult to commit and even more difficult to hide. SDPD’s new chief of police, Xxxxxxx Xxxxxxxxx, appointed in 2014, has implemented a number of reforms, such as implementing a new written policy that requires officers to report any misconduct they become aware of and rebuilding the anti-corruption Professional Standards Unit. This report, which PERF conducted for the U.S. Department of Justice’s Office of Community Oriented Policing Services (COPS Office), provides specific additional recommendations for new policies and practices to prevent officer misconduct. The recommendations are based not only on PERF’s analysis of SDPD policies and national best practices but also on interviews and meetings that PERF conducted with SDPD officials, community mem- bers, and ...
Summary and Conclusion a) Restate project description and nature of project.
b) Restate brief sentence of negative field survey results.
c) Closing statements should be “No historic properties will be impacted by the project. No further work recommended.”
d) Standard paragraph for discovery situation following the Arkansas State Highway and Transportation Department’s Standard Specifications for Highway Construction.
Summary and Conclusion. All workers have a responsibility to act respectfully toward each other and have a responsibility to cooperate with any efforts to investigate and resolve matters pertaining to this policy. Butcher Enterprises will take every effort practicable to prevent harassment, discrimination and violence in the workplace and will work diligently to resolve any reported issue to ensure a safe and comfortable working environment.
Summary and Conclusion. The conceptual models of information flow were designed to illustrate the flow of environmental information between local and central governments and local stakeholders in the decision making process. Decision making within the environmental sector is a highly complex process that relies on complex patterns of data exchange between stakeholders and local, regional and central levels of government. Understanding and quantifying these relationships is key to designing an effective decision support system to enable informed decisions. The largest number of environmental issues overall involved habitat issues, on average 36% of issues identified by stakeholder groups and 49% of issues identified by local government. Although information was supplied for these decisions from all sources, for local governments these tended to be skewed towards government sources. Foresters and nature watcher stakeholders both made use of their own internal management plans or records for these decisions (26% and 28%, respectively), but also relied on government agencies, scientific studies and consultants for information for these decisions. Socio-economic issues were more important for the stakeholder groups (32% of issues) compared to the local government levels (23%). In particular nature watchers, farmers and recreational access stakeholder groups identified relatively more issues (an average of 42%). They used a variety of information sources for these decisions with particularly consultants (24%), scientific studies (19%) and the internet (14%) important for nature watchers, while farmers relied more on government sources (55% in total) instead of scientific studies and the internet, with consultants still quite important (27%). Recreational access stakeholders used all of the information sources for socio-economic decisions fairly evenly, as did the two levels of government. Decisions involving species were more important overall for stakeholder groups (average of 19% versus 6% for local government) and figured highly for hunters and fisheries stakeholders (average of 29% of decisions). These two stakeholder groups used a variety of information sources to make these decisions, consultants (17% for hunters and 18% for fisheries) and government agencies (19% for hunters, fisheries 27%) figuring highly. Interestingly farmers were the group that made the most use of scientific surveys for these types of decisions (29%). Hazard issues were relatively more important for the loc...
Summary and Conclusion. This chapter detailed the Christian dimensions of the CRM, thereby advancing the
Summary and Conclusion. The COSIGN project has produced a number of unique innovations in optical technologies for datacentre networks. Below we will outline the main achievements within the tree major topics of fibre technology development in the COSIGN project.
Summary and Conclusion. 4.5.1 In this laboratory study, field sampling of marine water and sediment was conducted. The samples were then stabilized, incubated and finally analyzed in laboratory for the odour emission characteristics. Some important findings could be made and summarized below: ■ Noticeable higher H2S and odour concentrations were found in the samples collected in the untreated area than its counterpart subject to bioremediation treatment for almost one year (Scenarios 11-20). This finding suggests that the bioremediation treatment applied in the northern KTAC areas is quite efficient in terms of odour removal after 1 year of establishment. ■ The H2S and odour concentrations with same water depth are generally increased with incubation temperature in the untreated area. The increases are especially substantial when the temperature increases from 25oC to 35oC. These results suggest that the temperature is a critical factor in controlling the H2S and odour emissions. ■ The H2S and odour concentrations showed a consistent “inverse” relationship with water depth. This exception is probably due to the continuous bubbling of gases generated in the sediment which have been observed. These bubbles are likely to transfer substantial quantities of H2S and other odorous compounds through the water column. This phenomenon was also observed in the reactor where odorous chemicals cannot be readily escaped from the water.
Summary and Conclusion. This RMTR Plan presents a review of major construction works, working fleets particulars and design criteria of marine travel routes. Based on this review, preferred marine travel routes for sediment disposal and material delivery are proposed. Method of implementation and monitoring as well as precautionary measures are proposed to minimize any potential impacts to Chinese White Dolphin.
Summary and Conclusion. The goal of the consultant was to assist Hudson County Community College in its consideration of the reintroduction of intercollegiate athletics, intramurals and club sports. This Final Report is a result of the analysis of information gleaned from meetings with each campus and external stakeholder group, and information gathered from Equity in Athletics Disclosure Reports of regional junior colleges in Region 19 of the National Junior College Athletic Association. I believe that HCCC is well-positioned to begin to start an intercollegiate athletics program in the 2025- 26 year. The rollout of sports is scheduled to reflect these two factors: • Popularity of sports in Hudson and surrounding counties and junior colleges • Ability to secure adequate appropriate facilities The suggested timeline for introduction of programs is as follows: Fall 2025 – Men’s and Women’s Basketball Fall 2026 – Men’s and Women’s Volleyball Men’s and Women’s Cross Country and Indoor and Outdoor Track & Field Fall 2027 – Men’s and Women’s Soccer Fall 2028 – Baseball and Softball While starting the program in the fall of 2024 year is possible, I feel it is better to wait until fall of 2025 for these reasons: • Tower gymnasium will be ready for use in fall 2025 • Fewer facilities issues in fall 2025 and 2026, with fewer conflicts and greater visibility • Important to have program success (administratively and wins-losses) initially, and facility assuredness gives greater chance to achieve • Starting program with on-campus basketball offers opportunity for campus “buzz”, visibility, and exciting rebirth as part of opening of new building • Important to have program success (administratively and wins-losses) initially, and facility assuredness gives greater chance to achieve • Starting program with on-campus basketball offers opportunity for campus “buzz”, visibility, and exciting rebirth as part of opening of new building • More time to hire Athletic Director and lay groundwork for athletics and recreation programs o Gain memberships in NJCAA, Region 19, and GSAC o Hire staff o Investigate potential appropriate practice and competition sites for sports o Develop internal and external information campaigns regarding reintroduction o Visit as many high schools in county and region as possible to develop relationships with athletic directors, coaches and guidance counselors o Develop recruiting plan for athletics programs o Assist in Tower Gym facilities modifications in order to properl...
Summary and Conclusion. Fortis Pacific submits that the specific questions relevant to the Commission’s jurisdiction under section 54 have been fully addressed in the record of this proceeding. It is worth noting that, whereas in 1987, UtiliCorp’s acquisition of this utility sparked a storm of protest, the Fortis Pacific acquisition has prompted almost no controversy or relevant concern. The record of this proceeding makes it abundantly clear that the Application should be approved and that there is no proper basis in law or in fact to justify the imposition of conditions or other requirements in approving the Application. Fortis Pacific submits that the public interest is best served by the speedy and unconditional approval of the Application.
