The World of Computer Software/World_Of_Computer_Software-02-387-Vol-3of3.iso/f/fbi92-11.zip/3FEDER.P10

Text File | 1992-12-02 | 15KB | 354 lines

November 1992


             FEDERAL ASSISTANCE TO LAW ENFORCEMENT

                              By

                       Timothy A. Capron
                       Lieutenant Colonel
                           U.S. Army
                           Commander
              Nuclear Weapons Training Detachment
                    Kirtland Air Force Base
                           New Mexico
                               and
                        Rhonda A. Capron
                          Branch Chief
                  Personnel Security Division
                      Department of Energy
                     Albuquerque, New Mexico


     Today, Federal laboratories, research facilities, and
agencies cooperate with colleges and universities, State and
local governments, and private businesses to promote the
transfer of technology and the sharing of other resources.
However, only a few criminal justice professionals tap this
resource in search of solutions to existing law enforcement
problems, perhaps because policing, and indeed the
administration of justice, remains very decentralized, with over
19,000 law enforcement agencies of various kinds throughout the
country. (1) Because these agencies face serious problems, such
as shrinking budgets and reduced staff levels, it becomes even
more imperative that law enforcement administrators explore the
possibility of using available Federal research, databases, and
resources to solve some of their problems.

     Most criminal justice professionals contact the Department
of Justice (DoJ) when they need Federal assistance.  In fact,
the Justice Assistance Act of 1984 created the Office of Justice
Programs in order to coordinate the joint efforts of DoJ and
State and local agencies.  However, reduced resources may
require the Federal Government to provide more assistance than
it has in the past.  Criminal justice professionals, in turn,
must recognize and make use of this valuable asset.

     The Federal Government already invests large amounts of
money in research projects that could possibly render valuable
information to other agencies.  For example, over a 2-year
period, the Government invested $16 billion in the Strategic
Defense Initiative (SDI) Program for the research and
development of new technology.  (2) This figure represents the
cost of only one program.  In addition to receiving funds for
such specific projects, many laboratories and agencies also
receive annual appropriations that exceed some State and
criminal justice agency budgets.

     How can law enforcement agencies take advantage of these
vast resources? They can begin by familiarizing themselves with
applicable legislation.  This article discusses legislation
relevant to law enforcement agencies, as well as how to apply
this legislation successfully.

LEGISLATION

     Legislation exists to encourage Federal laboratories and
agencies to share information, technology, and even products.
National Defense Authorization Bills and other Federal
legislation deal specifically with technology transfer, some of
which may impact on law enforcement.  This legislation promotes
the transfer of technology to benefit the U.S. economy.
Examples include the Stevenson-Wydler Technology Innovation Act
of 1980, the Bayh-Dole University and Small Business Patent
Procedure Act of 1980, the National Cooperative Research Act of
1984, the Federal Technology Transfer Act of 1986, and the
National Competitiveness Technology Transfer Act of 1989.

     Universities and States can now work together with defense
laboratories to establish forensic science departments.  Also,
Federal laboratories can lend both equipment and employees, who
serve as instructors in the joint projects, and private
individuals can now receive data on military technology.  This,
in turn, allows agencies to identify transferable technology
that may prove helpful. (3)

     In addition, there exists the Federal Laboratories
Consortium for Technology Transfer (FLC), composed of more than
500 Federal laboratories and research centers.  Divided into
regions, the FLC has regional coordinators to locate
laboratories, divisions, and other individuals who could assist
inquiring agencies.

     Both the FLC and the existing legislation promote
cooperative ventures.  For example, the California State
Department of Justice recently opened a DNA crime lab in a
collaborative agreement with a government-owned facility. (4)
However, while these cooperative agreements provide avenues into
the Federal system, agencies need to apply this legislation in
specific areas that they might find helpful.

SPECIFIC APPLICATIONS

Strategic Planning

     Strategic planning provides overall guidance and direction
to organizations, usually for a 10- to 15-year period.  Criminal
justice agencies benefit from long-range plans that pinpoint the
agencies' goals, programs, and likely resources.  Agencies
should base their long-range plans on demographic projections,
technological developments, etc.  The process of developing an
effective long-range plan can, however, be perplexing.

     To begin, officials need to review plans written by Federal
experts.  These plans provide "how to" guidance and methodology,
and they ensure that officials consider all major issues.

     In some cases, reviewing long-range plans prepared for
other agencies also reveals information relevant to law
enforcement.  For instance, a long-range plan developed for the
Army revealed the following information that could also impact
on law enforcement planning strategies:

     .  Technology improvements will continue at a fast pace.
        Law enforcement officials should ensure that their
        agencies have compatible computer systems that they can
        upgrade when necessary.

     .  The workforce of the future will grow slowly, become
        older, and will be comprised of more minority employees.
        Law enforcement officials should consider how these
        conditions may impact on training.

     .  Telecommunications is rapidly moving to the integration
        of voice and data.  Computers, phones, and fax machines
        will be combined into one piece of equipment that uses
        only one phone line.

     .  Users of information management systems will have
        increased capabilities and flexibility through
        artificial intelligence (officers may talk into
        computers that "learn" from past information), video
        teleconferencing (a witness from California may appear
        "live" at a trial in New York), and executive support
        systems that "look" for similar modus operandi in
        high-priority crimes and perhaps assist in pinpointing
        serial criminals.

Research

     Before conducting research on a State or local level, law
enforcement agencies need to review existing information.  Many
Federal agencies contribute government-sponsored research
information to the National Technical Information Service
(NTIS).  While much of this information is very technical and
specific to weapons systems, a great deal of the available
research also relates to existing criminal justice problems.

     Yet another important resource is the Department of Defense
Technical Information Center's Manpower and Training Research
Information System (MATRIS).  MATRIS provides users with a
directory that lists current research efforts in 12 categories
that apply to both criminal justice agencies and academics.
Human resource personnel, in particular, should investigate this
system prior to beginning new projects.

     State and local administrators with particular research
needs oftentimes reduce their costs by determining ahead of time
what topics other agencies have researched.  Most likely, the
research is readily available and more expansive than the
inquiring agency could possibly expect to complete on its own.

Personnel

     The Federal Government can help broaden the work experience
of many workers, including those employed by law enforcement
agencies.  Through the Intergovernmental Personnel Act of 1973,
law enforcement and other agencies can send employees to Federal
agencies for 1 year to gain experience, or they may ask
government employees to work with their departments for a 1-year
period.  This opportunity exists for virtually anyone who works
for a Federal, State, or local agency, as well as those employed
by private or State colleges and universities.

     For example, a correctional administrator from California
currently works on a project that combines aerospace technology
and corrections.  In this case, the National Institute of
Corrections and the National Aeronautics and Space
Administration (NASA) agreed to study both NASA technology and
criminal justice needs.  This research project resulted in some
interesting possibilities, such as inmates being identified and
tracked by voice analysis, electromagnetic scanners that can
detect contraband in the human body, and a literacy tutoring
program that uses artificial intelligence and pattern
recognition and communicates verbally with the users.

     Criminal justice personnel from both Federal and State
agencies should educate themselves on this exchange program.
The exchange of ideas, the networking, and the problem-solving
potential create new opportunities for law enforcement agencies.

Technology

     Technology is another area where various agencies can share
information and products.  For example, LIDAR, a laser radar
device under current development by a national laboratory, could
impact on law enforcement.  LIDAR has one variant that senses
hydrocarbons and determines the presence of a vehicle or
aircraft.  The second variant senses precursor chemicals
(materials used to grow drugs) and drugs.

     Other technology also in the testing stage includes
specialized ground sensors and a portable "sniffer" that sniffs
chemicals, drugs, and explosives.  Imagine a backpack with a
vacuum cleaner attached that can "sniff" a vehicle or building
to determine the presence of drugs, explosives, or the chemicals
used to produce them.

     Law enforcement officials should bear in mind, however,
that the availability of technology at a Federal or national lab
does not mean that all agencies can have immediate access to the
information.  First, labs and agencies produce ideas and
prototypes.  Then, technology transfer sections work with
developers and agencies to determine whether a need exists for
that specific idea or model.  And finally, contractors bid on
producing and marketing the device, eventually delivering a
finished product.

     As with any new program, problems still arise in the
attempt to transfer technology and information.  Special
concerns include copyrights, patents, protection from Freedom of
Information programs, and profit sharing.

     However, agencies have already worked together to share
technology.  For example, under the directive of the Omnibus
Crime Bill, a government-owned laboratory, in conjunction with
the New Mexico National Guard, recently conducted the Southwest
Border Test Bed.  This effort brought together the Department of
Defense and Federal, State, and local police agencies, as well
as eight private contractors, to test various technologies with
respect to their usefulness in drug-related cases.  These
technologies included satellite communications, doppler radar,
and special operations aircraft.

     In addition to testing various technologies, this same
national laboratory also conducted an exercise that emphasized
intelligence-driven, counter-drug operations and how the
military and various police agencies could work together
successfully.  This particular exercise included personnel from
27 different agencies on Federal, State, and local levels.

Evaluation

     State and local administrators must concern themselves with
how to evaluate programs, systems, and processes.  Because they
oftentimes lack the expertise necessary to evaluate these areas
properly, they may find Federal laboratories helpful.

     For example, the director of a State corrections department
determines that a new prison is needed.  The corrections
department probably does not have an employee who routinely
evaluates physical plants or security systems; yet, poor design
of either could be disastrous.  However, in this age of sharing
information, the director can now contact laboratories that
produce security systems and structures for the most sensitive
programs in the United States.  These laboratories can then
recommend viable prison designs and security systems.

     In fact, Federal laboratories currently work on law
enforcement-related projects, such as security systems for
airports, robots that replace personnel, security sites that
minimize personnel requirements, mobile sensor systems, and
radars that can guard structures or equipment.

     These examples illustrate that Federal laboratories have
both experience and expertise in areas important to law
enforcement. They emphasize the need for law enforcement to turn
to Federal laboratories for assistance.

CONCLUSION

     The Federal Government offers organized assistance
programs.  However, unless State and local administrators of
agencies and universities familiarize themselves with existing
legislation and how they might receive Federal assistance,
valuable resources will remain untapped.

     Mind-boggling technological developments continue at a
rapid rate.  This makes it even more imperative that a mutual
understanding and cooperation exist between State and local
agencies and the Federal Government--a critical first step
toward sharing important new information and technology.


ENDNOTES

     (1)  Samuel Walker, Sense and Nonsense About Crime:  A
Policy Guide, 2d. ed. (California:  Brooks/Cole Publishing
Company, 1989).

     (2)  Technology Applications Program, Strategic Defense
Initiative, Department of Defense, April 1990.

     (3)  Stephen Tompkins, "The Pentagon is Pitching In,"
Memphis Commercial Appeal, March 6, 1988, p. C4.

     (4)  Lynn Yarris, "State Opens DNA Crime Lab," Currents,
June 11, 1991, 1.


                             * * * * *

                  Manpower and Training Research
              Information System Research Categories

.  Recruitment

.  Selection/classification/assignment

.  Training/education

.  Instructional technology development

.  Personnel measurement/evaluation

.  Personnel management/administration

.  Organizational development

.  Manpower management

.  Human performance measurement

.  Human factors engineering

.   Human resources data

.   People-related research and development management


                           * * * * *

                       Research Agencies


.  National Technical Information Service (NTIS)
   5285 Port Royal Road
   Springfield, Virginia  22161
   [phone]

.  Defense Technical Information Center
   MATRIS Office, DTIC-DMA
   San Diego, California  92152-6800
   [phone]