Many, if not all, of the policies identified below have been in place since the Police Division became a Commission on Accreditation for Law Enforcement Agencies (CALEA) accredited law enforcement agency in 1993. Since that time, the Police Division is continually reviewing, analyzing, updating, and revising these policies based on best practices, proven techniques, revisions in the law, and community input.
The Police Division is led by the Chief of Police, with a Deputy Chief of Police as second in command. The Division falls under the Safety Department and an appointed civilian department head – all under the oversight of the Mayor as conservator of the peace. In Bowling Green, the Safety Director has traditionally been the Municipal Administrator.
Policy-3-6-1-Use-of-Resonable-Force (47 downloads)
Policy-3-6-2-Response-to-Resistance-Aggresion-RRA-in-Defence-of-Human-Life (47 downloads)
Policy-3-6-3-Use-of-Deadly-Force-to-Apprehend-a-Fleeing-Felon (46 downloads)
CIT and de-escalation is more than just a concept, it is ingrained in the culture of the division. Officers utilize these techniques on a regular basis, which has resulted in a reduction of officer uses of force.
In regards to officer training in these areas, officers complete initial CIT and de-escalation training in the academy. Once officers graduate from the academy, they complete a two week in-service at the division prior to working with their field training officer (FTO). During this in-service, officers review division policies and procedures in reference to CIT and de-escalation techniques (see attached Policies 3-1-17 Response to Person with Mental Illness & Policy 3-6-8 Response to Resistance/Aggression (RRA)/Use of Firearms Reporting Procedures under the “officer response” to the situation). Officers then complete practical training scenarios to utilize and hone these de-escalation techniques. In addition to this training, officers are required to attend the NAMI Crisis Intervention Training program. This 40 hour course has been attended by every officer in the police division.
After these initial training courses, officers are required to complete a CIT and de-escalation course at least every 3 years in accordance with CALEA Standards. The division also incorporates a de-escalation component into its annual use of force training (see Policy 3-6-4 Policy Training & Excerpt Use of Force Training 2019 De-escalation). Additionally, officers are instructed to verbalize throughout the entire encounter in order to provide clear directions and/or warnings to the subject as well as to document (on in-car camera body microphone and with other witnesses) that the subject is given warnings, is under arrest, is resisting arrest, needs to drop the weapon, etc.
Excerpt-Use-of-Force-Training-2019-De-escalation (46 downloads)
Policy-3-6-4-Policy-Training (45 downloads)
Policy-3-6-8-Response-to-Resistance-Aggression-RRA-Use-of-Firearms (44 downloads)
Policy-3-1-17-Responding-to-Persons-with-Mental-Illness (47 downloads)
Policy-3-6-3-Use-of-Deadly-Force-to-Apprehend-a-Fleeing-Felon (46 downloads)
Policy-3-6-1-Use-of-Resonable-Force (43 downloads)
Policy-1-5-1-Code-of-Conduct-and-Appearance (50 downloads)
Policy-3-6-5-Use-of-Deadly-Force-Prohibited (43 downloads)
BGPD-Action-Response-Use-of-Force-Continuum (47 downloads)
In addition to these eight recommendations, our division also has a policy addressing the need for officers to render appropriate aid to the subject (see Policy 3-6-15).
It is important to also address the division’s policy, procedure, and training to prevent “Biased Based Profiling.” Policy 2-3-47 Biased Based Profiling stipulates that personnel will not engage in this behavior, which is contrary to the division’s mission and core values (see Policy 2-3-47). Furthermore, this policy delineates the following: “Agency personnel shall receive training in areas concerning biased based profiling, including traffic stops, search issues, asset seizure and forfeiture, interview techniques, cultural diversity, discrimination and community support required training.” Officers complete annual training on these concepts. Since 2016, officers have completed the following courses respectively: 2016-Policing in the 21st Century: Use of Force and De-Escalation, Community – Police Relations focusing on Implicit Bias, Procedural Justice and Blue Courage as well as Constitution Use of Force, 2017-Legal Update-Civil Liability for Officers, 2018- Policing Cultural Diverse Communities, 2019 Racial Profiling/Implicit Bias. In addition to training, policy also mandates for an annual administrative review (see Policy 2-3-47).
The division also adheres to the International Association of Chiefs of Police (IACP) Canons of Ethics. All personnel are expected to abide by these ethics. In addition, personnel are required to complete ethics training at least biannually (see Policy 1-1-4 Canons of Police Ethics/Law Enforcement Code of Ethic). Over the last three years, personnel have completed the Ohio Ethics Commission training course as well as a course titled “Professionalism and Ethics.”
Policy-1-1-4-Canons-of-Police-Ethics-Law-Enforcement-Code-of-Ethics (44 downloads)
Policy-3-6-8-Response-to-Resistance-Aggression-RRA-Use-of-Firearms (42 downloads)
Policy-3-6-12-Administrative-Review-of-Response-to-Resistance-or-Aggression-or-other-Use-of (43 downloads)
Policy-3-6-13-Chiefs-Review-of-Incident (43 downloads)
Policy-3-6-15-Rendering-Appropriate-Medical-Aid (43 downloads)
Policy-2-3-47-Biased-Based-Profiling (45 downloads)
All types of complaints are investigated, to include but not limited to anonymous complaints (see Policy 1-5-8 Types of Investigations). However, the anonymous complainant must provide enough information for the division to be able to investigate the matter (date, time, location, type of incident, officer involved etc.). In addition, all supervisors and/or command staff have a responsibility to exercise limited disciplinary action in minor misconduct situations (i.e. documented verbal counseling or written reprimand) (see Policy 1-5-4 Role of Supervisors). In these situations, the supervisory will generate an incident report, investigate the matter, document their findings as well as forward the report through the chain of command to the chief of police (see Policy 1-5-5 Supervisor Authority & Policy 1-5-10 Notification of Chief of Police). If the misconduct is serious in that it could result in suspension, demotion, or dismissal, the supervisor will generate an incident report, document the information they were provided, and then forward the report to the chief of police. The chief will review the report and then determine whether an internal affairs investigation is warranted or proceed directly to a pre-disciplinary hearing. If the chief determines an internal affairs investigation is warranted, he will complete a memo outlining the need for an investigation and forward it to the detective sergeant or applicable bureau commander if there is a conflict of interest (i.e. the detective sergeant was a witness to the incident or is the officer being investigated etc.). Furthermore, in either circumstance, the division will follow the process as outlined in policy (see attached Policies 1-5-7 Internal Affairs Staffing and Functions, 1-5-11 Time Limits, 1-5-12 Complaint Status Reports, & 1-5-16 Allegation Findings) and Federal and State law related to the due process rights of the employee. An officer could also be immediately relieved from duty by their supervisor in certain circumstances as outlined in Policy 1-5-15 Relief from Duty. The detective sergeant will also complete an annual administrative review based upon the records of the internal affairs office (see Policy 1-5-18 Statistical Summaries & 2019 Internal Affairs Summary Report).
Complaints may also be filed with the Mayor/Municipal Administrator’s office in the same manner as described above.
Complaint Against A Police Officer
Citizen Contact Survey
Policy-1-5-8-Types-of-Investigations (43 downloads)
Policy-1-5-4-Role-of-Supervisors (43 downloads)
Policy-1-5-5-Supervisor-Authority (44 downloads)
Policy-1-5-10-Notification-of-Chief-of-Police (42 downloads)
Policy-1-5-7-Internal-Affairs-Staffing-Functions (42 downloads)
Policy-1-5-11-Time-Limits (42 downloads)
Policy-1-5-12-Complaint-Status-Reports (42 downloads)
Policy-1-5-16-Allegation-Findings (46 downloads)
Policy-1-5-15-Relief-from-Duty (41 downloads)
Policy-1-5-18-Statistical-Summaries (45 downloads)
2019-Internal-Affairs-Summary-Report (39 downloads)
Policy-1-4-52-Personnel-Early-Warning-System (48 downloads)
The division does not have a permanent full-time recruiter position. That position is assigned to the City Personnel Department. However, the division does assign personnel to recruiting duties. The recruitment team is comprised of one sergeant and 5 patrol officers. Each recruitment officer is trained annually on Equal Employment Opportunities and Affirmation Action as well as the Civil Service Commission’s hiring process (see Policy 1-4-1 Recruiter Training).
Recruitment officers market the division in various ways, to include but not limited to: attending job fairs at post-secondary and vocational schools, attending career day events, using social media platforms, as well as employment websites, contacting National Guard Posts, and Veteran Affairs offices (see Policy 1-4-2 Recruiter Visitations).
The recruitment team is also tasked with developing and implementing an annual recruitment plan (see attached Recruitment Plan and Reviews). This plan is reviewed on an annual basis by the deputy chief and chief of police for compliance and recommendations. One of the challenges identified in the plan is the need to recruit more minority and female applicants. The division has also identified this as a challenge in the CALEA compliance report; the National Testing Network for applicants is being adopted in order to help address this shortfall.
Policy-1-4-1-Recruiter-Training (49 downloads)
Policy-1-4-2-Recruiter-Visitations (45 downloads)
Recuitment-Plan-Annual-Reviews (42 downloads)
2020-Ohio-Collaborative-Report (44 downloads)
The Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA®)
The Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA®), was created in 1979 as a credentialing authority through the joint efforts of law enforcement’s major executive associations. The CALEA Accreditation program seals are reserved for use by those public safety agencies that have demonstrated compliance with CALEA Standards and have been awarded CALEA Accreditation by the Commission.
The Bowling Green Police Division has been an accredited law enforcement agency since 1993.