NCJ Number
81677
Date Published
Unknown
Length
0 pages
Annotation
Panel members discuss the management and structuring of an organized crime unit, with particular reference to the role of the unit's chief administrator and the necessity of interagency cooperation and coordination.
Abstract
Chief management concerns are defending and supporting the unit's activities and ensuring that internal safeguards protect against accusations of spying or abuse. Procedures and controls for handling all expenditures, for handling informants, and for establishing accountability in the use of electronic surveillance and bugging equipment are essential. A systematic and formal approach is needed for an intelligence unit; a formalized two-way interchange of information between intelligence and all field units is mandatory. An intelligence unit should also maintain an effective filing system. Administrators should select staff members who can work together as a unit, emphasize interagency cooperation, and consult outside experts for help. Additional recommendations on structuring an organized crime program call for the adoption of a definition of organized crime, the assembly of a professional staff in a nonpartisan manner, and motivation of police and investigative agencies to bring cases to the unit. Other law enforcement agencies must be impressed by the unit's competence and successful results before they will refer cases to unit. Panel members include organized crime bureau chiefs and a State commissioner of public safety. For the final workshop, see NCJ 81691.