FBI Law Enforcement Bulletin - Jan05leb

9 Book ReviewProblem-Oriented Policing

10 Unusual WeaponGun Knife

11 Focus on InvestigationsHomicide Investigative Strategies

22 Notable SpeechCharacteristics of an Effective Law Enforcement Officer

Selecting a Duty-IssueHandgun

By Chad A. Kaestle andJon H. Buehler

Defending AgainstCybercrime and Terrorism

By Tony Aeilts

Serial Murder in theNetherlands

By Alan C. Brantley andRobert H. Kosky, Jr.

1

Higher-education institutions offeradditional resources to law enforcementagencies in the fight against terrorism.

Departments carefully should approachdecisions concerning the firearmsofficers will use.

14

Departments

ISSN 0014-5688 USPS 383-310

Features

23 Crime DataProbation and Parole in the United States, 2003

24 Bulletin ReportsFirearmsWeb-Based ResourcesGangsManagement

United StatesDepartment of Justice

Federal Bureau of InvestigationWashington, DC 20535-0001

Robert S. Mueller IIIDirector

Contributors’ opinions and statementsshould not be considered an

endorsement by the FBI for any policy,program, or service.

The attorney general has determinedthat the publication of this periodical is

necessary in the transaction of thepublic business required by law. Use

of funds for printing this periodical hasbeen approved by the director of theOffice of Management and Budget.

The FBI Law Enforcement Bulletin(ISSN-0014-5688) is published

monthly by the Federal Bureau ofInvestigation, 935 PennsylvaniaAvenue, N.W., Washington, D.C.

20535-0001. Periodicals postage paidat Washington, D.C., and additionalmailing offices. Postmaster: Sendaddress changes to Editor, FBI LawEnforcement Bulletin, FBI Academy,

Madison Building, Room 201,Quantico, VA 22135.

EditorJohn E. Ott

Associate EditorsCynthia L. Lewis

David W. MacWhaBunny S. Morris

Art DirectorDenise Bennett Smith

Assistant Art DirectorStephanie L. Lowe

This publication is produced bymembers of the Law EnforcementCommunication Unit, Training and

Development Division.

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Cover Photo© John Foxx/Digital Stock

Send article submissions to Editor,FBI Law Enforcement Bulletin,

FBI Academy, Madison Building,Room 201, Quantico, VA 22135.

January 2005Volume 74Number 1

Officials in the Netherlands, faced withtheir first serial murderer, attempted tounderstand how one person could bemotivated to kill so many people.

26

January 2005 / 1

departments make choicesbased on a consideration oftheir needs and the physicalrequirements and expertise oftheir officers, they will selectthe best weapons for theirpersonnel.

SELECTING FEATURESWhen considering handgun

models, departments must de-cide which features will provemost useful. Options existpertaining to action, caliber,materials and finish, size and

duty handgun for their officerswill find a number of suitablemodels on the market.1 Variousfeatures and options presentadvantages and disadvantagesfor law enforcement. Addition-ally, some agencies may decidethat one particular handgunalone cannot meet their needs.Instead, they may consider asystem of similar models froma particular manufacturer.

Decisions concerning fire-arms hold importance for anylaw enforcement agency. When

andgun developments,administration changes,evolution of equipment

needs, and input from weaponsstaff members represent reasonswhy law enforcement agenciessometimes issue new firearmmodels to their officers. Whenmaking this decision, depart-ments must consider all of thechoices available to them tofind a particular weapon thatbest fits the needs of the organi-zation and its personnel. Agen-cies seeking to procure a new

H

Selecting aDuty-IssueHandgunBy CHAD A. KAESTLE andJON H. BUEHLER

© Corel Corporation

2 / FBI Law Enforcement Bulletin

associated magazine capacity,safeties, sights and lightmounts, and ease of care andmaintenance.

ActionEach handgun represents

one of three categories—singleaction, double action, or doubleaction only. Single-action fire-arms feature a hammer thatrequires manual cocking for theinitial firing and a trigger pressthat demands only a few poundsof pressure. After the first shot,the unassisted cycling of theslide, through recoil, automati-cally recocks the weapon.Because the shooter only fireswith the hammer cocked, thegun always functions in single-action mode. The light triggerpress may contribute to an unin-tentional discharge, requiringthe user to operate a manual

safety when carrying the weap-on with the hammer cocked. Forthis reason, agencies generallyissue these firearms to speciallytrained officers, such as emer-gency response, special weap-ons and tactics (SWAT), orhostage rescue team members.

With double-action hand-guns, pressing the trigger duringthe initial shot both cocks andfires the weapon in one motion.Because the gun automaticallyrecocks the hammer before eachsubsequent trigger press, shotsfired thereafter are single action.Handguns that fire in double-action mode have remainedpopular with law enforcementagencies for many years be-cause officers can transportthem with the hammer down,yet ready for action. Manydepartments consider the oftenheavy and long trigger press

safe for carry due to the addedeffort needed to fire the firstshot.

Double-action-only hand-guns function in double-actionmode for every shot, rather thanjust the initial one. As a result,the trigger press always remainsthe same. These firearms in-creasingly have become popularwith law enforcement agencies.As departments switched fromrevolvers over the years,double-action-only handgunsallowed for a largely seamlesstransition to semiautomaticsbecause the double-action-onlytrigger system functions muchlike a traditional double-actionrevolver. As these weaponsonly require mastery of onetrigger press, rather than two,officers can learn to use themmore easily than other types.Additionally, the fact that few,if any, external safety ordecocking levers exist makesthem even easier to master.

The weight of the triggerpress on double-action-onlyhandguns varies by model.Some manufacturers offerdifferent trigger options, allow-ing for either a heavier orlighter press to suit the require-ments of a particular agency.Although some departmentsmay favor a heavier triggerpress for liability reasons, thismay increase the time it takesfor a shooter to fire the weapon,leading to decreased accuracy if

Detective Buehler is a firearmsinstructor with the Modesto,California, Police Department.

Special Agent Kaestle serves asan instructor in the FirearmsTraining Unit at the FBI Academy.

January 2005 / 3

the officer rushes the shot understress.

Regardless of the triggersystem selected, departmentsmust ensure that officers receivetraining to keep their fingers offof the trigger until ready to firethe weapon. Appropriate,frequent, and documentedinstruction minimizes the riskof and associated liability fromunintentional discharges.

CaliberThe four main handgun

calibers used by federal, state,and local law enforcementagencies today include 9 milli-meter2 and .40, .357, and .45automatic. Although eachdiffers in terms of cartridge sizeand ballistic capability, all canmeet the needs of depart-ments—if firearms trainingemphasizes shot placementrather than the size or powerlevel of one caliber versusanother.

Handguns in 9 millimeterinitially became popular withdepartments because of thehigh magazine capacities thatmany of the weapons offer—generally anywhere from 12 to17 rounds—which allow offi-cers to carry more ammunitionthan they could while using 6-shot revolvers. Also, of all theaforementioned calibers, the9-millimeter cartridge generallyhas the mildest perceived recoil.

For many years, Americanshooters have admired the .45

automatic as a powerful car-tridge with applications inmilitary service, law enforce-ment, self-defense, and compe-tition. A major debate existsamong officers, and the shoot-ing community in general,about which cartridge holdssuperiority—the 9 millimeter,due to less perceived recoil and

This cartridge also has greaterperceived recoil than the 9millimeter but still remainsmanageable for many shooters.The .40 automatic has become apopular cartridge for law en-forcement by offering some ofthe benefits of both the 9 milli-meter and the .45 automatic.

Finally, the .357 automaticoffers a cartridge with ballisticperformance close to the .357magnum for use in handgunswith a larger magazine capacity.Basically, the .357 automaticrepresents a .40-automatic caseredesigned in a bottleneck shapefor fitting with a bullet similarin diameter to a 9 millimeter.Because this cartridge features arim with the same diameter asthat of the .40 automatic, userscan chamber it in many .40-automatic handguns by simplychanging the barrel.

Materials and FinishA variety of materials

comprise today’s handguns.Some models feature a formof steel—either carbon orstainless—for both the frameand slide, while others havesteel for the slide and eitheraluminum or polymer for theframe. Depending on the envi-ronment and carry method, dutyfirearms often become exposedto harsh conditions, such aswater from rain, snow, perspira-tion, and other sources; dirt andsand; or numerous other hazardsthat can deteriorate handguns

higher-capacity firearms cham-bered for the round, or the .45automatic, with a larger, morepowerful round but with heavierrecoil. In the past, the .45automatic generally was cham-bered in larger-frame handgunswith lower cartridge capacities,though some models nowoffer a smaller-size frame oruse a relatively high-capacitymagazine.

The .40-automatic cartridgeprovides ballistic performancecloser to the .45 automatic,while being chambered inhandguns with 9-millimeter-size frames and offering maga-zine capacities higher thanmany .45-automatic handguns.

...departmentsmust decide whichfeatures will prove

most useful.

”“


Every departmentrealizes the

importance heldby decisions

concerning firearms.

”“

and affect proper function. Fordaily carry by either uniformedor plain-clothed officers, thematerials and finish for weap-ons should be durable and easyto clean.

Stainless steel can offermore rust resistance than carbonsteel (depending on the finishapplied). Although stainlesssteel handguns often have abrighter, more reflective appear-ance than those with darkfinishes, some models have amatte finish to reduce glare.Others even have a blackenedstainless finish, offering therust-resistant properties ofstainless steel with the tacticalsuperiority of a black, nonre-flective finish. Generally, usersfind stainless steel handgunssimpler to clean and maintain.

Blue finishes generallyprove the least durable and rustresistant, although the darkcolor offers tactical advantagesfor law enforcement use. Propri-etary durable black finishesform a protective coat over themetal, including hard and rust-resistant varieties, while alsoremaining nonreflective andrelatively simple to maintain.

Handguns framed in steeltend to weigh more, which canimpact ease of carry on a dailybasis. Aluminum frames offerone solution. As another popu-lar remedy, manufacturers offerhandguns with frames madefrom polymer with imbeddedparts, such as slide rails or other

frame components, made out ofmetal. Handguns with polymerframes offer durability and easeof maintenance and oftenabsorb some recoil from firing.

Size and Magazine CapacityLaw enforcement agencies

can choose between full-size,compact, and subcompact hand-guns. Each has its own uses.The largeness of the weaponcorrelates with the magazinecapacity. Some models featuresingle-stack magazines, which

weight. Further, they may proveappropriate for general issue ifa department desires only onefirearm because officers morereadily can carry compactweapons for off- and on-dutyuse. While normally not the bestchoice for general issue, sub-compact handguns serve wellfor special applications (e.g.,use by undercover officers) oras backup and off-duty weap-ons. Many of these models arethe easiest to conceal in avariety of deep-cover holsters(e.g., ankle and ballistic vest).Often, quality compact andsubcompact handguns on themarket come with either single-or higher-capacity double-stackmagazines, which give depart-ments more latitude if they findgrip width, as well as overallweapon size, an issue.

Safety OptionsAs much as possible, de-

partments must seek to mini-mize unintentional dischargesby their officers. Coupled witheffective and repeated preventa-tive training, handgun safetydevices effectively help accom-plish this goal. Manual hammerblock, trigger safety, and de-cocking levers; internal firingpin, drop, and magazine discon-nect safeties; and integral lock-ing devices represent availableoptions.

Manual safety devices, op-erated by the shooter, gener-ally block the hammer from

generally allow for a slimmergrip. Others have double-stackmagazines that have a highercartridge capacity but generallyfeature a thicker grip width as aresult.

Full-size handguns, in eitherhigh- or standard-capacitymodels, can be useful for carryby uniformed and plain-clothedpersonnel with medium to largebody sizes. Compact modelstend to make better concealed-carry weapons because of theirgenerally smaller size and light

January 2005 / 5

contacting the firing pin, disablethe trigger mechanism, or per-form both of these duties.Departments should ensure thatofficers easily can access thesafety levers. Generally, single-action handguns come withmanual devices that disable thetrigger mechanism so that userscan carry the weapon with thehammer cocked and ready tofire but locked so that it cannotbe activated until the releaseof the safety—also known as“cocked and locked.” Model1911 .45-automatic handgunvariations also have a gripsafety that makes the weaponinoperable until the officerholds and manually presses thelever. Double-action handgunstend to have either manualsafety levers; decocking levers,which, when activated, safelylower the hammer of a cockedhandgun, eliminating the poten-tially dangerous practice ofmanually lowering it by press-ing the trigger; or a lever thatcombines both functions.Double-action-only handgunsoften have few, if any, manualsafety devices because they onlyare cocked during firing. Thisbenefit may appeal to somedepartments because no exter-nal levers exist that can snag onthe clothing of officers whocarry the handgun concealed.

Internal devices, such asfiring pin and drop safeties, alsorepresent useful features to lookfor in duty firearms; many

handguns have them, regardlessof the action type. Firing pinand drop safeties do not allowthe firing pin to move forwarduntil the user deliberatelypresses the trigger, thus prevent-ing an unintentional discharge ifthe carrier drops the weapon.

magazine during a struggle forthe weapon with a suspect mayhave saved the officer’s life.3

A recent development withsome handgun models is theaddition of an integral lockingdevice, which uses a type ofkey to actively lock the actionof the handgun and render itinoperable. This proves espe-cially useful if unauthorizedusers, such as young children,gain access to the weapon.This option is an alternative toaftermarket trigger or cablelocks, also designed to locka weapon’s action to preventunauthorized use. Departmentsshould consider selecting sometype of locking mechanism—an integral part of the weaponor an external device—for issueto their personnel to help offi-cers maintain control over theirhandgun at all times.

Sights and Light MountsHandgun sights vary by

model. Some weapons have arear sight featuring a whiteoutline and a front sight that iseither plain black or markedwith a white dot. Other hand-guns have three white dots (twoon each rear post and one on thefront). Many manufacturers andsome aftermarket companiesoffer glow-in-the-dark nightsights to aid in low-light shoot-ing. Generally similar to three-dot systems, these consist ofsealed, small glass capsules,containing the radioactive

Some handguns featuremagazine disconnect safeties,which disable the action of theweapon with the magazineremoved; opposing beliefs existas to their usefulness in lawenforcement. Many peopleconsider it best to have theability to fire the weapon withthe magazine removed and around in the chamber, particu-larly if an officer must exchangea partially loaded magazine fora fully loaded one during a lullin a gunfight, while still main-taining an operational firearm.Others support their belief inthe use of magazine safetieswith incidents where deactivat-ing a handgun by dropping the

© Regina Kosicki


isotope tritium as the source forthe glow, fixed into each of thethree posts.4 Usually, the cap-sules have white rubber sealsaround them; this allows fordaytime use as a standard three-dot sight. Because a largenumber of law enforcementshootings occur in low-lightconditions, night sights havebecome popular. They are par-ticularly useful to officers atdusk when enough light existsfor them to see the threat yetnot enough for them to properlyaim.5

Many handgun models alsofeature accessory rails on theframe, which allow mountingof factory or aftermarket flash-light, laser, or combinationattachments. These componentscan be switched on intermit-tently or for a period of timeand allow officers to maintainboth hands on the weapon,rather than, for example, havingto hold a separate flashlightwith the support hand.

Care and MaintenanceDepartments should select

a general issue handgun that allpersonnel, regardless of back-ground, can care for properly.Because the weapon serves asa tool for officers to employ tosave their own lives or others,it must receive appropriatemaintenance to function cor-rectly. With this in mind,agencies should seek a firearmthat personnel of all skill and

interest levels will find easy tofield strip, clean, and maintain.Departments should considerhandguns that contain the leastnumber of component parts aspossible for personnel to disas-semble and clean and that re-quire minimal lubrication forproper functioning. Also, theless parts a handgun has, thefewer components there will befor department armorers to keepon hand and replace in the eventof wear.

reinforcement of proper gunhandling techniques, especiallychecking for an empty weaponand pointing the muzzle in asafe direction before pressingthe trigger, will mitigate thisproblem. Therefore, depart-ments should not remove acertain handgun model fromconsideration because of thisissue.

CHOOSING A SINGLEMODEL OR WEAPONSYSTEM

Just as one size of footwearwill not fit the feet of everyemployee, the same firearm maynot suit the variety of hand sizeswithin an agency. Several yearsago, a particular police depart-ment decided to change arelatively open handgun policyand issue all officers a large-frame, double-column-maga-zine 9-millimeter handgun. Theagency’s union representativessought input from the firearmstraining staff because it becameobvious that this firearm, due toits larger size, would not beappropriate for members of thatdepartment with smaller hands.

Administrators withoutknowledge of firearms may nothave recognized the problemsshooters would experiencewhile operating a handgun toolarge for them. Range staff inmost agencies can recall inci-dents where officers operatinga weapon that did not properlyfit their hands had difficulty

Some handgun modelsrequire the user to press thetrigger to disassemble theweapon, while others requirethat the slide be locked to therear before a lever can beactivated and the handgundisassembled. This representsan important consideration dueto the danger of unintentionaldischarge if an officer has notproperly checked the weapon’scondition before pressing thetrigger. Recurring training and

…law enforcementagencies face

decisions…such aswhich model to use

and whether to issuea single handgun ora weapon system.

”“

January 2005 / 7

manipulating a pistol’s controls,problems shooting a handgunaccurately, or a lack of confi-dence in their ability.

Wisely, the administrationviewed the detailed informationabout these potential problemsand allowed input from firearmspersonnel. Then, they selecteda weapon system that offered abasic design from a particularmanufacturer with a variety ofgrip and magazine sizes andcalibers, allowing options forthe officers in the department.

This example illustrateshow agencies can attempt toreasonably accommodate thedifferences among its personnel.For other departments, theseissues may not be as prevalentand a single handgun modelmay be appropriate. In makingthis decision, agencies mustconsider the advantages anddisadvantages of both options.

Single ModelIf a department has a small-

er number of officers—and allare reasonably compatible witha certain firearm for duty is-sue—it may find the selectionof one specific model advanta-geous. For example, the agencywould only have to train offi-cers on one handgun, thus mak-ing the process easier. Also, de-partments that maintain, repair,and keep an inventory of partsfor a particular model instead ofseveral, perhaps incompatibleones, benefit from lower costs.

But, problems may occurif the agency hires a new officerwho cannot demonstrate a suit-able level of proficiency withthe chosen handgun for physicalreasons (e.g., small hand size).The selection of one firearmmight not allow for a reasonableaccommodation for such per-sonnel. Also, the weapon mayprove inappropriate for carryby employees in specializedassignments, such as detectivesor undercover officers.

the inability either to maintaina proper grip or to reach andactivate the control or safetylevers. Likewise, a compacthandgun may present difficultyfor larger personnel. Otherissues that departments mustconsider in regard to officer useinclude recoil from larger-caliber cartridges and the needfor weapon concealment whennecessary. Many manufacturersoffer the same type of handgunin full-size, compact, andsubcompact models with varia-tions chambered in the popularlaw enforcement cartridges.Therefore, when officers havedifficulty, for instance, manag-ing the recoil of a .40 or .357automatic, a department couldissue them a 9 millimeter in asimilar or same-size handgunthat they may feel more com-fortable with; hopefully, bettermarksmanship skills wouldresult.

Weapons staff membersfrequently teach new officerswho have no prior firearmsexperience. Instructors helpstudents feel confident enoughto use a firearm effectively andto conquer the timid feelingsthat may result from a lack ofexperience with recoil, muzzleblast, and gunshot noise. Ifofficers do not overcome suchconcerns, they may not developthe interest, enthusiasm, andcommitment toward continuousdevelopment of marksmanshipabilities after their initial

Handgun SystemIssuing handguns from a

system of firearms made by amanufacturer allows a depart-ment flexibility in meetingweapons training requirementsand the needs of physicallydifferent personnel. For ex-ample, a heavy full-size, high-capacity handgun with a widergrip may not serve a smallerofficer well; such an individualmay have difficulty properlyoperating the weapon due to

© George Godoy


training and throughout theirlaw enforcement careers. Theseskills will help them maintaina confidence level that willbenefit them in a deadly forceencounter. To this end, depart-ments must recognize that aweapon’s caliber and sizerepresent potential obstaclesthat may keep personnel fromcontinuing to practice on theirown.

The cost of a firearm systemposes a disadvantage—a depart-ment has to purchase parts formore than one model andensure its armorers can repairand maintain them as well.But, agencies could inquireabout weapon systems frommanufacturers that offer differ-ent models with interchangeablecomponent parts. As anotherdrawback, the agency wouldhave to buy inventories ofdifferent caliber ammunition,furthering the financial burden.Also, training may becomemore difficult because of thedifferences between the weap-ons; therefore, departments maywish to consider choosing asystem of handguns that havethe same general operatinglevers and functions, despitethe different sizes and calibers.

CONCLUSIONFrom time-to-time, law

enforcement agencies facedecisions concerning firearms,such as which model to use and

whether to issue a single hand-gun or a weapon system. Whengoing through this process,departments should stronglyconsider input from their fire-arms staff, a readily availableand economical source ofcurrent information. Weaponsinstructors not only have on-the-job knowledge but fre-quently use handguns as ahobby in their off-duty timeand read publications aboutthe latest updates in firearmstechnology.

Every department realizesthe importance held by deci-sions concerning firearms.When an agency bases itschoice on the needs of theorganization, as well as itspersonnel, officers will carryweapons that help them do theirjobs effectively and, also, toprotect themselves.

Endnotes1 Semiautomatic handguns enjoy the

most popularity in law enforcement todaybecause they hold more ammunition andeasily are reloaded. Therefore, the authorexclusively focuses on them and usesthe term “handgun” to refer only tosemiautomatics.

2 Also known as 9-millimeter luger or9-millimeter parabellum.

3 Chuck Karwan, The Gun Digest Bookof Combat Handgunnery, 3d ed.(Northbrook, IL: DBI Books, Inc., 1992),95.

4 Ibid., 183.5 Gabriel Suarez, The Tactical

Advantage: A Definitive Study of PersonalSmall-Arms Tactics (Boulder, CO: PaladinPress, 1998), 97.

T he Bulletin invites criminaljustice professionals to

submit reviews of recentlypublished nonfiction books theyhave read on topics relative totheir field of expertise forpossible inclusion in its BookReview department. The maga-zine publishes only positivereviews of between 350 and 500words or 1 ½ to 2 pages double-spaced. As with article submis-sions, the Bulletin staff will editbook reviews for style, length,clarity, and format.

Book reviewers shouldinclude two or three compellingpoints that the author makes,along with the complete titleof the work; the names of theauthors or editors; and thepublishing company, city andstate, and publication date. Asa guide, the staff suggests thatreviewers examine book reviewsin past issues of the Bulletin toacquaint themselves with themagazine’s requirements. Re-viewers should submit their bookreviews typed and double-spacedon 8 ½- by 11-inch white paperwith all pages numbered.Reviewers should include anelectronic version of the reviewsaved on computer disk. Sendbook reviews to:

EditorFBI Law Enforcement BulletinFBI AcademyMadison Building, Room 201Quantico, VA 22135telephone: 703-632-1952e-mail: [email protected]

Wanted:Book Reviews

Problem-Oriented Policing: FromInnovation to Mainstream by JohannesKnutsson, editor, Criminal Justice Press,Willan Publishing, Devon, United Kingdom,2003.

Problem-oriented policing (POP), in somelocales, has succeeded and supplemented ex-isting crime prevention and community polic-ing as main areas of law enforcement empha-sis. POP is a police management philosophythat entails SARA: scanning to identify,specify, and describe specific problems to in-clude analysis in which the causes of the iden-tified problems are explored fully and re-sponse that refers to the search for “tailormade” solutions to remove the specific or gen-eral causes of the problems through imple-mentation of concepts supported by assess-ment concerning the process where thesolutions implemented are evaluated in termsof effectiveness and strategies. Many considerPOP as a more analytical approach to conduct-ing law enforcement business with a strategyto get away from a reactive, incident-drivenmode to that of a preventive way of doing lawenforcement business in general.

Problem-Oriented Policing: From Inno-vation to Mainstream contains original re-search and papers compiled, written, and con-tributed by leading scholars on policeactivities from around the world and focuseson implementing the problem-oriented polic-ing concept into the mainstream of lawenforcement. These various noted authorspresent information ranging from the pro andcon of the concept and its successes and fail-ures to how an agency gets the concept fundedand implemented.

As examples, the book highlights the ef-forts of the San Diego, California, Police De-partment concerning its implementation of theconcept, as well as the outstanding results bythe Charlotte, North Carolina, Police Depart-ment in its concept application against thecrime of thefts from cars in center-city parkingfacilities. The book also provides an “A to Z”approach on the concept in the United King-dom as to its application to repeat victimiza-tion and dealing with and closing drug mar-kets. The research papers in the book presentan abstract section and contact information forthe authors, along with cited references. Somechapters have a proposal to their findings or aconclusion to the research with final end-of-paper notes to the reader. Overall, the bookhas four major strengths: 1) a matrix exampleof a question-based, problem-solving protocolfor beat-level, problem-solving officers; 2) aPOP flow schematic on the sequence of analy-sis and its techniques based on actual situ-ational scenarios in communities; 3) a study ofthe British crime reduction program that fos-tered problem-oriented policing and how itreceived funding to implement the conceptthrough competitive bidding; and 4) a listingof organizational impacting factors in terms of

Book Review

January 2005 / 9

police staff turnovers, middle management em-phasis, and prioritization of police resources asobstacles to concept implementation, as well asfront-line factors, such as officer critical think-ing in decision making, imagination in re-sponses, partner agency support, and phobiasand syndromes.

The book directly applies to preventive po-lice patrols, criminal investigations, emergencyresponses, ancillary public services, prosecu-tors, and defense bar and judiciary representa-tives. Mayors, city managers, other elected andappointed officials, and academics, as well as

police research organizations, governmentfunding agencies, the media, private industry,and local community groups would benefitfrom reading Problem-Oriented Policing:From Innovation to Mainstream.

Reviewed byLarry R. Moore

Lifetime Certified Emergency ManagerInternational Association of

Emergency ManagersKnoxville, Tennessee

Unusual Weapon

Gun KnifeA small revolver is concealed in the

handle of this knife. The revolver fires six.22-long rifle caliber cartridges. The bladeis removable and the handle may be carriedalone as a firearm.


January 2005 / 11

xperienced law enforcement officersknow that the most important objectives inE

all homicide investigations are the ability to iden-tify, collect, analyze, and process informationquickly and effectively and, then, act just as effi-ciently on that data to achieve maximum results.The effectiveness of the investigation often de-pends on the investigative team’s ability to quicklyprocess and complete prioritized leads to swiftlyprovide answers to the case agent. Uncoveringinformation that establishes clues and generatesleads that tailor the focus and scope of the inves-tigative effort are critical issues. Further, inves-tigative teams must be able to locate and interviewpeople quickly to lock individuals into state-ments to provide the maximum indicia of credi-bility and reliability; locate and preserve valuableevidence; and obtain and document the most accu-rate observations and accounts, putting togetherspecific timelines. Investigators should use “the

fact-finding capsule,” a fundamental method illus-trated by several investigative tactics completedunder three important rules.1) Haste: quickly accomplish all tasks to seize

the initiative and promptly develop facts.2) Specificity: precisely explore all issues to

obtain facts detailed enough to make objec-tive judgments and correlations.

3) Element of surprise: prevent intervieweesfrom getting their stories together and deterthe interjection of attorneys into an efficientinterview process.The tactical steps of a homicide investigation

should include a specific interview, a timelinedocumenting the witness’ or suspect’s physicallocation, what happened at those places over atime period necessary and germane to the case, anda well-documented statement. If the suspect articu-lates an alibi, investigators immediately shouldconduct follow-up verification interviews, observ-ing, inspecting, and documenting the suspect’sshoes, clothing, and physical appearance, as wellas any premises and personal effects involved.

These basic investigatory steps remain criticalto today’s criminal investigations; however, theadvent of technologies and modern communica-tions creates a need to apply these old strategies ina new fashion. In today’s world, almost everyhousehold has access to or possession of comput-ers, and most individuals possess cell phones andpagers. Every technological asset, whether athome or work, has records, communications, tolls,or billings that may reveal valuable evidence re-garding a person’s lifestyle, friends, associates,enemies, or businesses. This information quicklycan identify motives and other articulativefacts essential to determining an individual’svictimology or suspectology. Learning these de-tails during traditional interviews proves essentialto the investigative effort. The Fourth Amendmentapplies to many technologies and, therefore,investigators oftentimes need consent, court

Focus on Investigations

Homicide InvestigativeStrategiesBy John B. Edwards

© Charles Sikes


rders, or search warrants to develop the informa-tion. Experienced officers know that they mustaddress all issues in an ongoing investigation andthat the first 48 hours prove critical, leading to theprompt investigative trilogy.

INVESTIGATIVE TRILOGYThe prompt investigative trilogy has three par-

ticular areas: 1) specific focus (immediate); 2) gen-eral coverage (immediate); and 3) informative(pending). Teams of investigators must addresseach area simultaneously during the investigationand direct information from all three areas to thecentral clearinghouse (e.g., the lead investigator,case agent, or detective in the case). At that time,teams should process information, form theories,and take steps regarding the focus, scope, and needfor additional resources.

Specific FocusWitnesses, evidence, events, and facts make up

the specific focus. These categories apply to thoseissues immediately identified at the inception

of the investigation. For instance, at a crime scene,certain witnesses may have been present at thetime of the crime. Distinctive pieces of evidencemay be in plain view, and events or facts mayexist that investigators must address. These imme-diately apparent issues demand specific focuswhether in crime-scene processing or interviews.

General CoverageWhile teams of investigators address those

specific focus issues, a second team should handlethe general coverage issue, which comprises fourareas. First, they should conduct neighborhoodcanvasses, which deal with people in close vicinityto others, and make observations or assessmentsregarding situational environmental issues in con-nection with proximity. Second, interviewsof friends, families, and associates may deter-mine victimology or suspectology informationwhile such information is fresh and untaintedby the direction of the investigation. Third, co-workers or employers may provide other informa-tion regarding victims and suspects. Finally,

Fact-Finding Capsule

Specificity Element of Surprise

Interview Time line

Documentstatement/alibi

Verificationinterviews

Inspect person,clothing, and shoes

Conductconsentsearches

Premises andpersonal effectsHaste

January 2005 / 13

construction of definite victim/suspect timelinesshould outline the environment, proximity, loca-tions, and times.

InformativeThe third and most critical area, the informa-

tive, was created by modern technologies. Justas an inventory of a person’s residence after ahomicide provides many facts about thatindividual, so does the information from thenumerous technologies available today. This areaconsists of records of cell phones and pagers,computer hard drives (e.g., palm pilots, laptops,notebooks, desktops, and servers), diaries, notes,and documents. Informative includes data that per-sons of interest in the investigation use that, inturn, tell about their lives, interactions with others,and geographic connections.

THREE-PHASE STRATEGYAll investigations have a three-phase strategy.

First, investigators should ensure the availabilityof proper resources to conduct the investigationin the most efficient and competent manner to

stabilize and organize the effort to gather all facts.Second, teams quickly should educate all investi-gators with as much information as possible.Third, investigators expeditiously should investi-gate the case, establishing focus early. More oftenthan not, the focus of the investigation (the resultof the information gathered and the interpretationof that data) will determine its success.

CONCLUSIONIn today’s world, investigators simultaneously

must accomplish multiple tasks and quickly ana-lyze information to seize the initiative and reacttimely and accurately to any given scenario. Thefact-finding capsule, complimented by the promptinvestigative trilogy, represents the necessary for-mula to factor into the equation regarding investi-gatory demands associated with homicide casestoday. Following these protocols will ensure themost efficient use of time in connection with thegathering of facts and seizing of evidence.

Special Agent Edwards heads the Statesboro office of theGeorgia Bureau of Investigation.

Prompt Investigative Trilogy

ImmediateSpecific Focus

ImmediateGeneral Coverage

PendingInformative

Specific witnesses Neighborhoodcanvass

Cell phonerecords

Specific evidence Friends, family,and associates(victimology)

Computer harddrives

Specific events Coworkers Other records

Specific facts Victim/suspecttime lines

Private papers


ith the growth oftechnological access,systems, and re-

sources, cyber-related crimesare on the rise in many commu-nities. How will local lawenforcement agencies addressthe growth of high-tech crime inthe future? What impact willterrorism have on the nation’s

technological infrastructure, andhow do we protect against it?

The high-tech industry isvital to the nation’s economyand its future. Industries, busi-nesses, government agencies,and private households allbenefit from a healthy andwell-protected technologicalenvironment. And, everyone

wants reassurance that commu-nications, financial operations,and technological infrastructureare closely guarded. The risingfear of cyber-related crime notonly inhibits the use of develop-ing technology but adverselyaffects national economicconditions. The FBI estimatesthat the average loss for a

W

Defending AgainstCybercrime and TerrorismA New Role for UniversitiesBy TONY AEILTS

January 2005 / 15

technology-oriented crime isnearly $500,000, and, further,the added cost to the consumeris $100 to $150 per computersale.1 Other estimates indicatethat losses related to high-techcrimes in the United States are$10 billion to $15 billion peryear.2 Further, 10 millionAmericans were victimized byidentity theft in one year, withestimated losses exceeding $50billion,3 and the Federal TradeCommission reported that of the516,740 complaints received in2003, over 41 percent regardedidentity theft.4

Beyond the implications ofcybercriminal activity, a newtechnological threat existspertaining to terrorism. SinceSeptember 11, 2001, the nationhas focused more on the issueof cyberterrorism becausealthough terrorists typicallyhave used traditional methodsof physical attack (explosives,kidnappings, and hijackings),their attention may move, withincreasing frequency, towardcyberterrorism. Various formsof technological infrastructuremay be vulnerable to suchattack; pipelines, power plants,transportation, and other hardassets rely on cybertechnology.Further, communication sys-tems used for financial, mili-tary, police, and corporate pur-poses suffer from the samevulnerability. This not only in-cludes threats against physical

facilities and tangible equip-ment but remote cyberattacksthat could disable nationalinfrastructure as well.

DEFINING THE SCOPEOF THE PROBLEM

Headlines regarding thethreat of high-tech crimehave become commonplace.Cyberstalking of children,child pornography, identitytheft, financial fraud, computerhacking, computer viruses, andtheft of proprietary businessinformation and intellectualproperty have become theprominent crime for thosewith even modest amounts oftechnological sophistication.5

Statistics related to the preva-lence of high-tech crime remainunclear. Many law enforcementagencies do not clearly identifyoccurrences of high-tech crime.

For example, a high-tech relatedtheft of money or resourcesstatistically is identified as atheft based upon historicaldefinitions; the high-tech com-ponent of the crime may not beidentified at all. To address thisissue, the FBI and the NationalWhite Collar Crime Centerimplemented the Internet FraudComplaint Center (IFCC) in2000.6 The IFCC tracks com-plaints it receives and coordi-nates with local law enforce-ment agencies regardingappropriate investigative juris-diction; however, this processstill does not provide consistentmeasurements of cybercrime.

From January 1, 2002, toDecember 31, 2002, the IFCCWeb site received 75,063complaints.7 Additionally, theIFCC points out “that Internetusage passed the 200 million

“

”

This virtual crimeworld demandscooperation and

sharing of resourcesamong agencies....

Chief Aeilts heads the California State UniversityPolice Department in San Luis Obispo.


mark...from just 65 million in1998.” 8 This dramatic threefoldincrease in Internet usage in justa few years could indicate thepossibility of a correspondingincrease in cybercrime. Someexperts argue that many “...vic-tims may have serious doubtsabout the capacity of the policeto handle computer crimeincidents in an efficient, timely,and confidential manner.”9

Businesses or other institutionsmay not report such crimes dueto concerns of loss of prestige,customers, and financial status.Consequently, agencies maynot adequately capture cyber-related crime statistics, and thegross impact of this type ofcrime, generally, may appearunderstated.

COORDINATINGJURISDICTIONS ANDSHARING RESOURCES

The difficulty of identifyingthe impact of cybercrime is notthe only significant concern—jurisdictional issues also areproblematic. When a high-techcrime occurs, it is not alwaysclear which law enforcementjurisdiction is responsible for itsinvestigation and prosecution.Cyberincidents can cross re-gional, state, and even interna-tional jurisdictional boundaries.Crime has expanded into avirtual geographic world andtraditional jurisdictions andboundaries do not apply. Thisvirtual crime world demands

cooperation and sharing ofresources among agencies:“...although sharing informationamong the courts, the police,and other justice agencies atevery level of government hasbeen a goal of dedicated indi-viduals and organizations forthe past several years, theSeptember 11 terrorist attackshave given the issue a renewednational scope.... The attacks,they say, highlighted the lack ofinformation exchange andunderscored the importance ofimproved coordination amongagencies....10

multiagency cooperation. “Themost promising approach so faris a task force in which high-tech specialists from city,county, state, and federal lawenforcement agencies worktogether and accept assistancefrom industry.”12 However, onecritical component is missingfrom that formula—the effortcan and should bring high-techresources from higher-educationinstitutions to the forefront toassist law enforcement andnational defense. “The WhiteHouse’s top computer securityofficial...called on colleges anduniversities to help develop anational strategy for securingcomputer networks. ‘I think thiseffort—this framework—isextremely important becauseit demonstrates that the issueof network security is a majorconcern of colleges and univer-sities around the country,’said...[the] president of theAmerican Council on Educationin a statement. ‘Policy makersand corporate leaders shouldknow that the higher-educationcommunity is working togetherconstructively to address thischallenge.’”13

LINKING WITHHIGHER-EDUCATIONINSTITUTIONS

Higher-education resourcesare abundant within the realmof technology, but law enforce-ment agencies fundamentallyunderuse them. Frequently,

Most law enforcementagencies simply do not havethe resources to adequatelydeal with the myriad of poten-tial cybercrimes.11 The abilityto track criminals in multiplejurisdictions, as well as special-ized knowledge of vast varietiesof hardware, software, applica-tions, foreign languages, andother related issues, requiresregional, state, and national

Together, allstakeholders shouldexplore the various

dynamics of thehigh-tech crime

problem.

”“

January 2005 / 17

these resources are in closeproximity to many agenciesbut simply remain overlooked.

Specific Strategies

University High-TechFaculty and StaffLaw enforcement admin-

istrators should identifyuniversity faculty and staff as asignificant training resource, aswell as one in support of high-tech criminal investigations.Faculty members routinelyconduct high-tech research,including the development andimplementation of cutting-edgeinnovations. Their positionsenable them to recognize theimplications of emergingtechnology issues and under-stand potential social impacts.Their research and developmentoften address how individualscan abuse and compromisetechnology, as well as findways to protect it. “Universityresearch is crucial to developingways to protect computer net-works, in part, because busi-nesses can’t afford to spendmoney on long-term, high-riskresearch.”14 Further, universitiestypically have well-developedinformation technology supportservices with cadres of highlytrained staff who routinelyinstall, repair, modify, andprotect information systems.Part of their expertise comesfrom daily exposure to thesesystems on a functional level.

Few local law enforcementagencies have this well-devel-oped resource.

Additionally, institutionsof higher education have high-tech classroom facilities withnumerous monitors, computers,interfaces, remote projection,automated lectures, and otherrelated capabilities, providingsubstantial opportunity to trainmultiple students, providequality high-tech instruction,and enhance student interaction.These training resources com-monly are available duringacademic breaks throughoutthe year.

to university high-techresources and personnel andserve as a mechanism to ensureinvestigative integrity. Univer-sity police departments canmonitor such issues as searchand seizures, due process, andinvestigative protocol and pro-vide liaison with member agen-cies and the district attorney.This expertise proves helpfulwhen identifying and usingnonsworn university resourcesin support of cybercrime in-vestigations, and it can smooththe way toward a successfulinvestigation.

Using a multiagency, high-tech investigation protocol canreduce potential misunderstand-ings about resources (depart-ments should use personneland other resources based uponprior agreement), protect theintegrity of the investigations,and provide a system of easyreference that allows memberagencies to follow a consistentand predictable process. Agen-cies should consider a numberof factors in their protocol,including the personnel-sharingprocess, technological equip-ment and programs purchases,and grant-funding distribution.

Financial OpportunitiesMany high-tech task forces

compete for a variety of stateand federal grants. However,most grants require an accom-plishment record indicating theimportance of financial support

An Investigative andMultiagency ProtocolMany colleges and universi-

ties employ state-certified lawenforcement agencies to protectassets of the institution. Theseeducationally based depart-ments can provide a criticalconduit for allied law enforce-ment agencies and their access


to continue efforts to addressthe problem. Because manyhigh-tech businesses have astrong interest in guardingagainst high-tech crime, col-laborating with these organiza-tions may produce additionalfinancial resources. Manycompanies offer a variety offunding opportunities viafoundations—corporate effortsto support their community.Agencies should pursue corpo-rate high-tech support, as wellas government grants.

A high-tech crime investi-gation partnership, in and ofitself, provides a generallyself-supporting mechanism.Equipment and people costmoney, but the sum contributionof partnered agencies consti-tutes the initial formula thatbest would support the begin-ning steps of this effort. Infact, if each agency providessome limited support, such aspersonnel, resources, trainingexpertise, and computer equip-ment, the high-tech group likelycan be self-supporting. Addi-tional funding based upongrants, foundations, and alliedorganizations then becomes aresource to enhance an alreadyexisting and functionalprogram.

StakeholdersTogether, all stakeholders

should explore the variousdynamics of the high-techcrime problem. Each will have

a perspective unique to theirneeds, concerns, resources, andcustomers. Until such collabora-tive meetings occur, stakehold-ers will lack full awareness oftheir own resources and exper-tise. Most important, partici-pants must gain their organi-zation’s support. Long-termapproval for partnerships,protocols, and financial andpersonnel support is critical tothe development of a realisticand substantial program. Stake-holders may vary from oneregion to another, but the local

of a high-tech, multiagencycrime investigation group, theyshould identify line-level per-sonnel who can accommodatethe program’s efforts. Forcolleges and universities, thisincludes their police investi-gators, as well as high-techfaculty and staff members. Eachorganizational leader shouldcharge these individuals withthe responsibilities of communi-cating with line-level membersin partner agencies. Fundamen-tally, the grassroots memberswill form many of the long-termand functional relationships.

While it may be helpful forline-level law enforcement per-sonnel to have extensive high-tech investigative expertise, it isnot necessary. The preliminarydevelopment of a high-techpartnership should include thoseagencies with little or no high-tech expertise; an importantelement of this process is thedevelopment of expertise andresources over time.

A Model for the FutureThe University Police

Department (UPD) at CaliforniaPolytechnic State University inSan Luis Obispo reviewed itscybercrime issue and imple-mented several approaches toaddress the problem. First,several UPD officers receivedextensive training from theuniversity’s wealth of staffmembers and faculty withbroad expertise in technology,

district attorney, college oruniversity, area law enforce-ment agencies, and the FBIprovide a basic formula. Busi-nesses, which can provideinformation technology special-ists and financial support, alsoshould be considered an integralpart of the plan.

Line-Level PersonnelOnce stakeholder organiza-

tional leaders agree to support amove toward the development

”“Law enforcementadministrators should

identify universityfaculty and staff as asignificant training

resource....

January 2005 / 19

emerging high-tech trends,and education/training abilities.The training centered on theapplication of computer foren-sics and investigative protocolas they related to high-techcrime. Next, UPD invitedrepresentatives of local lawenforcement agencies to discussthe formation of a high-techtask force. The response wasoutstanding; representativesfrom departments in a four-county area attended the meet-ing, along with universityfaculty and staff.

UPD then developed ane-group site15 using universityfaculty. A list of 30 investiga-tors from 14 agencies in 3counties signed on to use thissite as a mechanism to ex-change high-tech investigationinformation and as a forum tosolicit help with their investiga-tions. Other meetings occurredand, subsequently, interest in ahigh-tech resource group grewto 46 investigators representing5 counties in the region. Facultymembers provided trainingand discussion ensued aboutjoining the High-Tech CrimeInvestigators AssociationInternational. At that point,participation included localcity police and county sheriffs’departments, state agencies,the district attorney’s office,and the FBI. Additionally, thegroup sought participationfrom corporations, recognizingthat they also are victims of

high-tech crime and couldprovide high-tech expertiseand resources.

Currently, this group in-cludes about 100 members,representing dozens of agencies.Members continue to meet,communicate via the e-groupsite, provide high-tech training,and share investigative exper-tise with each other on a varietyof high-tech crime investiga-tions. This effort specificallyhas resulted in the successfuloutcome of numerous regional,multiagency, high-tech investi-gations with direct involvementfrom the forensic expertise ofUPD officers and the supportof high-tech faculty and staff.UPD, as an educationally ori-ented police agency, influenceda region and helped coordinatethe high-tech resources ofuniversity police, faculty andstaff, and corporations. It alsoprovided an organized venue to

coordinate the high-tech re-sources of regional alliedagencies.

CONCLUSIONThe United States is not

yet adequately prepared to dealwith cybercrime and terrorism.The significant cost of cyber-crime, coupled with the diffi-culty of identifying it, is ofnational concern, and the lawenforcement profession shouldalign agencies and resources toaddress these issues. The inclu-sion of college and universityresources in the fight againstcybercrime and the threat ofterrorism may be a pivotal step.High-tech faculty, staff, andfacilities, as well as universitypolice departments, are a pow-erful combination of re-sources—one which existsin thousands of communities.In-depth technological exper-tise, high-tech classrooms,

information systems support,and a built-in policing conduitall can be used to mitigate thepotential impacts of high-techcrime and terrorism.

Endnotes1 California High-Tech Task Force

Committee, Combating High-Tech Crimein California: The Task Force Approach,(June 1997), 3.

2 Blumberg, “ID Anti-Theft EffortsStir Capitol Debate,” The Daily Recorder,August 7, 1998, 7.

3 Testimony of FBI Deputy AssistantDirector Steven M. Martinez before theHouse Government Reform Committee’sSubcommittee on Technology, InformationPolicy, Intergovernmental Relations, andthe Census, September 2004.

4 U.S. Federal Trade Commission,“FTC Releases Top 10 ConsumerComplaint Categories in 2003,” retrievedon November 8, 2004, from http://www.ftc.gov/opa/2004/01/top10.htm.

5 For additional information, seeRobert D’Ovidio and James Doyle, “AStudy on Cyberstalking: UnderstandingInvestigative Hurdles,” FBI Law Enforce-ment Bulletin, March 2003, 10-17; JohnPollock and James May, “AuthenticationTechnology: Identity Theft and AccountTakeover,” FBI Law EnforcementBulletin, June 2002, 1-4; Thomas R.Stutler, “Stealing Secrets Solved:Examining the Economic Espionage Actof 1996,” FBI Law Enforcement Bulletin,November 2000, 11-16; and Matthew L.Lease and Tod W. Burke, “Identity Theft:A Fast-Growing Crime,” FBI LawEnforcement Bulletin, August 2000, 8-12.

6 Jerry Seper, “Justice Sets Up WebSite to Combat Internet Crimes,” TheWashington Times, May 9, 2000, sec. A.,p. 6.

7 IFCC 2002 Internet Fraud Report,retrieved on June 9, 2004, from http://www.ifccfbi.gov/strategy/2002_IFCCReport.pdf.

8 Ibid.

9 Marc Goodman, “Making ComputerCrime Count,” FBI Law EnforcementBulletin, August 2001, 13.

10 Dibya Sarkar, “Homeland SecurityFocuses Coordination,” retrieved on April2, 2004, from http://www.fcw.com/fcw/articles/2002/0401/news-home-04-01-02.asp.

11 The FBI’s Cyber Task ForceUnit (CTFU) assists in the creation,maintenance, and operation of cyber taskforces throughout the United States. Theunit ensures that these task forces arecapable of responding to significant crim-inal and national security threats involvingthe use of computers, the Internet, andhigh technology. The unit ensures that 1)task forces have state-of-the-art equipmentand sufficient technical talent so that theUnited States is prepared to respond tocyber-related threats; 2) an effectiveinfrastructure enables law enforcement tohave a coordinated approach to theinvestigation of cybercrime; and 3) therelationship between the FBI’s cyber taskforces and those associated with otheragencies are complementary.

12 Supra note 1, 17.13 Dan Carnevale, “White House

Official Asks Colleges to Help CreateNational Computer-Security Strategy,”The Chronicle of Higher Education, April19, 2002, 12; retrieved on April 5, 2004,from http://chronicle.com/free/2002/04/2002041901t.htm.

14 Richard A. Clarke, special advisor tothe President for cyberspace security, inDan Carnevale, “White House OfficialAsks Colleges to Help Create NationalComputer-Security Strategy,” TheChronicle of Higher Education, April 19,2002, 12; retrieved on April 5, 2004, fromhttp://chronicle.com/free/2002/04/2002041901t.htm.

15 An e-group site hosts special interestgroups on the Internet. These sites oftenoffer free, usually advertising-supported,service for anyone who wants to create anelectronic forum in which individual andgroup discussions can take place about aparticular area of interest. The site may berestricted by password protection.


Wanted:Photographs

he Bulletin staff isalways on the lookoutT

for dynamic, law enforce-ment-related photos forpossible publication in themagazine. We are interestedin photos that visually depictthe many aspects of the lawenforcement profession andillustrate the various taskslaw enforcement personnelperform.

We can use either black-and-white glossy or colorprints or slides, although weprefer prints (5x7 or 8x10).We will give appropriatecredit to photographers whentheir work appears in themagazine. Contributorsshould send duplicate, notoriginal, prints as we do notaccept responsibility fordamaged or lost prints. Sendphotographs to:

Art DirectorFBI Law EnforcementBulletin, FBI Academy,Madison Building,Room 201, Quantico,VA 22135.

January 2005 / 21

FBI Law Enforcement BulletinCall for Authors

Why Should You Publish an Article?• Allows you to share your experiences• Provides you with a wider audience• Increases your credibility• Enhances your professional image• Improves your chances for promotion

What Should You Write About?Write about topics that interest you. Write

about problems that you, your department, orthe community have solved. Possible topicsinclude the following:• Administrative/personnel issues• Crime problems and solutions• Domestic violence• Drugs• Equipment• Ethics• Environmental crimes• Firearms• Future of policing• Information resources• Investigative techniques• Juveniles• Leadership/management concerns• Negotiation/interviewing skills• Police-community relations• Technology• Training

How Do You Write an Article?Authors should write in third person and

use active voice. They should supply referenceswhen quoting a source exactly, citing orparaphrasing another person’s work or ideas,

or referring to information that generally is notwell known. Authors should study several issuesof the magazine to ensure that their writing stylemeets the Bulletin’s requirements. Most impor-tant, authors should contact the Bulletin stafffor the expanded author guidelines, whichcontain additional specifications, detailedexamples, and effective writing techniques, oraccess www.fbi.gov/publications/leb/leb.htm.

The Bulletin judges articles on relevance tothe audience, factual accuracy, analysis of theinformation, structure and logical flow, styleand ease of reading, and length. The staff editsall manuscripts for length, clarity, format, andstyle.

The Bulletin generally does not publisharticles on similar topics within a 12-monthperiod or accept articles previously published orcurrently under consideration by other maga-zines. Because it is a government publication,the Bulletin cannot accept articles that advertisea product or service.

How Do You Submit an Article?• Send a query letter and short outline or• Submit a completed manuscript to—

Editor, FBI Law Enforcement BulletinFBI Academy, Quantico, VA 22135Telephone: 703-632-1952E-mail: [email protected] Bulletin staff will review queries and

articles and advise the authors of acceptance orrejection. The magazine cannot guarantee apublication date for accepted articles.

Authors also should submit three copies oftheir articles typed and double-spaced on 8½- by11-inch white paper with all pages numbered.Authors should include an electronic version ofthe article saved on computer disk. A photo-graph of the author(s) should accompany thearticle.

Untitled-1 12/16/04, 5:21 PM25


olicing today is very complex. As officers,you are expected to be all things to all

Notable Speech

The Characteristics of anEffective Law EnforcementOfficerBy Chuck Knight

Ppeople and to make split second decisions that willtake the courts, attorneys, and media weeks ormonths to determine if you made the right deci-sion, which must be right in their eyes or we getbattered in the press and humiliated in the court-room. Police officers must be effective at whatthey do. With that in mind, I would like to sharesome characteristics with you that I believe arecritical to be successful in law enforcement.

Perhaps the most valuable commodity a policeofficer can possess today is integrity. Integritymust be maintained at all cost. Police officers arein a position of public trust—a trust that if broken,will create an atmosphere of hostility between thepolice and the public. Our success depends uponthe trust and confidence of the citizens in ourrespective communities. We must remain profes-sional in all that we do and forever be committedto the highest level of standards within the lawenforcement profession.

As police officers, our first sworn duty andallegiance are to the community and the police orsheriff’s department’s mission. We must maintaina high degree of loyalty to successfully serve ourcommunities. As police officers, you will be calledupon to meet many challenges, adversities, andevery level of danger. This requires courage. Youwill be called upon to display this courage withrecognition of the high standards for which youwill be held accountable. You must support yourfellow officers at all times for the common safetyof everyone concerned.

While there is a time to be meek, there also is atime to stand and protect yourselves, your fellow

officers, and your loved ones. You will be calledupon to resolve conflicts of many types; this mustbe done through impartial enforcement of the law,not through imposition of judgment or punish-ment. Victims, witnesses, and all others deserve tobe treated with dignity and compassion.

I was touched by a quote I heard several yearsago from a fellow police officer: “At times whentaking a person to jail, the main difference betweenme and the guy in the back seat is not much morethan the screen between us.” A person may be yourprisoner, but he or she still is a person; I encourageyou to treat that person as such. This requirescompassion.

You must be aware of the limit of your author-ity and never overstep those boundaries. In yourendeavor to enforce the law, remember to upholdthe spirit of the law as opposed to merely enforcingthe letter of the law. Treat everyone with fairnessand equality.

Work together with fellow officers and thecommunity. Promote pride within the law enforce-ment profession and in the city or county where

Mr. Knight, former chiefof the Coos Bay, Oregon,

Police Department, currentlyserves as the city manager.

He delivered this speechat the Oregon Police

Academy’s graduationceremony in Monmouth,

Oregon.

Untitled-1 12/16/04, 5:21 PM26

January 2005 / 23

you live and work. This requires a spirit of coop-eration, also known as teamwork.

Develop a keen sense of humor—yes, humor.I believe a genuine sense of humor will allow youto get past the hard times. I am not telling you tolaugh at a traffic violator when you issue a citationnor think it humorous at the scene of a fatal acci-dent. You must not let the hard times get you down.As for me, I recognize how brief this life can be; we

must not allow our lives to be shortened by takingit too seriously.

Last, don’t forget what is most important toyou—your faith, your spouse, your family, andfellowship with friends and relatives. Do not sacri-fice what is most vital in your life for the thrill ofpolicing—set priorities. If you fall apart at home,you will not be of help to your fellow officers atwork.

ccording to the U.S. Department of Justice’s Bureau of Justice Statistics (BJS), in 2003,the combined federal, state, and local adult correctional population reached a new record

Probation and Parole in the United States, 2003

Aof 6,889,800 men and women—about 3.2 percent of the adult population. Of that figure, thenumber on probation or parole reached a record high of more than 4.8 million.

About 71 percent of probationers were under active supervision, required to regularly reportto a probation authority in person or by mail or telephone. Forty-nine percent had been convictedof a felony, 49 percent of a misdemeanor, and 2 percent of other infractions. Twenty-five percenthad been convicted of a drug offense, 17 percent for driving while intoxicated or under theinfluence of alcohol, 12 percent for larceny or theft, 9 percent for assault, 7 percent for domesticviolence, 6 percent for minor traffic infractions, 5 percent for burglary, 4 percent for fraud, and 3percent for sexual assault. Of the almost 2.2 million probationers discharged from supervisionduring 2003, about 3 in 5 had successfully met the conditions of their supervision. Approxi-mately 16 percent were incarcerated because of a rule violation or a new offense, and 4 percenthad absconded.

About 83 percent of all parolees were under active supervision, required to regularly contacta parole authority in person or by mail or telephone. During 2003, about 470,500 were dischargedfrom supervision. Forty-seven percent had successfully met the conditions of their supervision,38 percent were returned to incarceration with a new sentence or because of a rule violation, andabout 9 percent had absconded.

Probation and Parole in the United States, 2003 (NCJ-205336) was written by BJS statisti-cians Lauren E. Glaze and Seri Palla. It is available from the agency’s Web site atwww.ojp.usdoj.gov/bjs/abstract/ppus03.htm or by contacting the National Criminal JusticeReference Service at 800-851-3420.

Crime Data


Bulletin Reports

Survey of State Procedures Related to Firearm Sales, Midyear 2002provides an overview of each state’s firearm check procedures andinteraction with the National Instant Criminal Background Check Sys-tem operated by the FBI. The report summarizes issues about stateprocedures, including persons prohibited from purchasing firearms, res-toration of rights of purchase, permits, forbidden firearms, waitingperiods, fees, and appeals. Appendix tables contain data on 2001 appli-cations to buy firearms and rejections, as well as tabular presentations ofstate-by-state responses. This re-port is one in a series from the Bu-reau of Justice Statistics (BJS)Firearm Inquiry Statistics Project,managed under the BJS NationalCriminal History ImprovementProgram. It is available electroni-cally at http://www.ojp.usdoj.gov/bjs/abstract/ssprfs02.htm orby contacting the National Crimi-nal Justice Reference Service at800-851-3420.

Firearms

Since its inception in 1957, the Institute for LawEnforcement Administration’s (ILEA) mission hasbeen to provide educational programs to meet theneeds of law enforcement administrators. It is a not-for-profit, tax-exempt, educational center designed toenhance the professional development of police lead-ers at all levels. Membership in ILEA is available tocity, county, state, and federal law enforcement orga-nizations. Its Web site, http://www.cailaw.org/ilea,contains information on the institute and its Centerfor Law Enforcement Ethics; listings of its advisoryboard members, member police and sheriff’s depart-ments, and staff; publications; and a calendar ofevents.

Web-Based Resources

January 2005 / 25

The Office of Community Oriented Policing Services (COPS) presentsEarly Intervention Systems for Law Enforcement Agencies: Planning andManagement Guide, which examines early intervention (EI) systems, adata-based management tool designed to identify officer performance prob-lems and provide interventions, usually counseling or training, to addressthose issues. In an EI system, performance data are entered into a comput-erized database, including such indicators as departmental use-of-forcereports, citizen complaints, officer involvement in civil litigation, and

resisting arrest charges. AnEI system helps identify arange of problems that donot warrant formal disci-plinary action but suggestthat an officer is havingproblems dealing with citi-zens. This report is availableelectronically at http://www.cops.usdoj.gov or bycontacting the U.S. Depart-ment of Justice ResponseCenter at 800-421-6770.

Management

The Bureau of Justice Assistance (BJA) presents Gang-and Drug-Related Homicide: Baltimore’s Successful En-forcement Strategy, which examines inner-city gang charac-teristics and growth as well as traditional and new, effectivegang enforcement by the police. This report presents severalinnovative strategies to combat inner-city gangs: prosecutionof gang members, effective gang enforcement, and investiga-tive approaches (controlled arrests, interviews of randomlyarrested gang members, and grand juries as investigativetools). Sample case files from the Baltimore, Maryland, PoliceDepartment are discussed. This publication further stressesthe importance of creating police gang units and implement-ing strategy reviews as effective law enforcement tools todeter gang activity. This report is available electronically athttp://www.ncjrs.org/html/bja/gang.

Gangs

Bulletin Reports is an edited collection of criminal justice studies, reports, andproject findings. Send your material for consideration to: FBI Law EnforcementBulletin, Room 209, Madison Building, FBI Academy, Quantico, VA 22135. (NOTE:The material in this section is intended to be strictly an information source andshould not be considered an endorsement by the FBI for any product or service.)


omething unusual washappening at a children’shospital in The Hague,S

Netherlands. The hospitaladministrator did not want toprejudge the situation, butanother patient of Lucy’s haddied. Although her patientswere extremely sick and some-times terminally ill, the hospitalstaff did not expect them to dieso suddenly. This, however, hadhappened more than once—actually, more than twice.

Lucy’s supervisor and severalof her colleagues had alerted theadministrator about the numberof patients that had died imme-diately after she left theirrooms. Therefore, the adminis-trator decided to suspend Lucy,pending a review.

The review determined thatwithin a 3-year period, eight ofLucy’s patients had died whileunder her care. The hospitalreferred this information to TheHague Police Department on

September 4, 2001. Investiga-tors quickly discovered thatLucy had worked at anotherhospital where 19 elderlypatients had died while underher care. Additionally, at leastone patient had died at homeafter Lucy visited the person’sresidence. Indicted for themurder of 13 patients, Lucy wasarrested on December 13, 2001.

The Netherlands PublicProsecution Service had onlyonce before charged anyone

Serial Murder in the NetherlandsA Look at Motivation, Behavior,and CharacteristicsBy ALAN C. BRANTLEY, M.A., and ROBERT H. KOSKY, Jr.

© Digital Stock

January 2005 / 27

Special Agent Kosky isassigned to the National Centerfor the Analysis of Violent CrimeBehavioral Analysis Unit at theFBI Academy.

Mr. Brantley, a retired FBI agentwith the National Center for theAnalysis of Violent CrimeBehavioral Analysis Unit, currentlyis the owner and executive partnerof a behavioral consulting firm.

with multiple counts of murder.Many members of The HagueDistrict Attorney’s Office, acomponent of the ProsecutionService, as well as the generalpublic and the media simplycould not understand how oneperson could be motivated tokill so many people. In fact,many believed that serial mur-der was an American problem;the Netherlands simply did nothave serial killers.

The District Attorney’sOffice, in conjunction withThe Hague Police Department,oversaw the investigation andprosecution of this case. In May2002, the District Attorney’sOffice presented this case tothe Behavioral Analysis Unit(BAU) at the National Centerfor the Analysis of ViolentCrime (NCAVC), an entitywithin the FBI’s Critical Inci-dent Response Group (CIRG).Subsequently, BAU personnelconducted an on-site review ofthe case in the Netherlands,which led to a request for andthe eventual expert testimonyby a BAU member regardingthe motivation, behavior, andpsychological characteristics ofserial murderers.1 Although thiscase illustrates the relativelyrare phenomenon of a femaleserial murderer, the traits andcharacteristics of female serialmurderers are more similar thanunique when compared with thebroader population of maleserial murderers.

Definition DifficultiesLike many other behavioral

classifications that attempt tolabel complicated and complexsets of variables, efforts tostandardize a definition of serialmurder have failed to achieve aconsensus. People often useserial murder, serial homicide,serial killing, multiple murder,mass murder, and sexual homi-cide interchangeably. The lackof a standard definition of serialmurder, at times, may confusethose who investigate this sub-population of lethal criminals,and it also negatively impactsattempts by the courts, the crim-inal justice system, and the pub-lic to understand the problem.In general, previous effortsto define serial murder haveincluded criteria relative to thenumber of victims, time elapsedbetween crimes, motivation,

geographical mobility, andvictim selection. The majorshortcoming of any behavioraltypology or classification is thatreducing something compli-cated to a concise label does notnecessarily adequately explainthe phenomenon.

The FBI derived its currentdefinition for serial killing fromlegislation that describes serialkilling “as a series of three ormore killings, having commoncharacteristics such as to sug-gest the reasonable possibilitythat the crimes were committedby the same offender or offend-ers.”2 Stated in this mannerprimarily for jurisdictional/investigative reasons, thedefinition also includes therequirement that at least oneof the killings occur within theUnited States. The criteriainclude three or more victims,


common offense characteristics,and common offenders. TheFBI uses the term killing vis-à-vis murder because the bulk ofits efforts are investigative andoccur prior to an offender’sapprehension and adjudication.

The FBI’s definition ofserial killing makes no refer-ence to underlying motivation,behavior, and psychologicalcharacteristics. The agency keptthe definition intentionallybroad to encompass the fullarray of serial killers.

Motivational FactorsThe FBI’s NCAVC has

further classified homicidesof all types and has addressedmotivational factors. Histori-cally, in criminology and behav-ioral science literature, motiva-tion appeared as one of theearliest criteria used to classifyhomicides, with classificationefforts focusing on the tradi-tional motives of financial gain,revenge, elimination of anobstacle, jealousy, and sex.Much later, criminologists andother behavioral scientists rec-ognized that serial murderersare motivated by a complex andcomplicated set of motives,often involving nontraditionalones. To describe a motiva-tional model for a serial mur-derer as one-dimensional or interms of only one motive wouldprove inaccurate. Rather, aserial murderer’s motivationsare multifaceted and most often

reinforced by internal desiresfor gratification versus externalrewards, such as profit orfinancial gain. This can bedescribed further in terms of adichotomy for violence basedon the offender’s desired out-come. This dichotomy involvesthe concept of instrumental vio-lence versus affective violence.Instrumental violence occurs

murderer-victim interactionsand relationships.

The FBI continues to con-duct interviews with serialmurderers. In one study in the1980s, the agency interviewedsexual murderers, the majoritybeing serial murderers. Theagency developed organizedand disorganized typologies asa result of these interviews, pri-marily as a means to assess thelevel of an offender’s criminalsophistication.4 Generally, theorganized offender commitswell-planned and well-orches-trated offenses, whereas thedisorganized offender commitsmore poorly planned and poorlyexecuted offenses. For sometime, criminal justice profes-sionals have recognized thesetwo rather broad categories ofoffenders who commit not onlysexual murders but murders ofall types.

The more organizationdemonstrated by an offender,the more likely the offender willbe intelligent, socially compe-tent, capable of skilled employ-ment, evidence conscious,controlled, and able to avoididentification while accountingfor a greater number of victims.Organized offenders also aremore likely to select vulnerablevictims to increase the probabil-ity of being successful and toavoid detection. They lackfeelings of guilt or remorseand view their victims as mereobjects that they can manipulate

when the violence is a means toan end—an armed robber stealsmoney from the cash registerand kills the store employee toeliminate a potential witness.By contrast, affective violenceis an end in itself, or, in otherwords, the death of the victimis itself the desired end.3

Serial murder also can bedifferentiated from other typesof murder because it is moreoften predatory, premeditated,and deliberate. Serial murderersfantasize and plan the crime andpursue and ultimately kill theirvictims without the interper-sonal conflict and emotionalprovocation common in other

Depression and itscollateral side effectsare prominent in the

histories of serialmurderers.

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for their own perverse satisfac-tion and sense of power, con-trol, mastery, and domination.Also, the murderers themselvesreported that the excitement andstimulation that resulted fromdoing something forbidden,taboo, and illegal provided anadditional motivational facet.According to some serialmurderers, the more perverseor taboo the behavior, the moreexcitement and stimulation theyexperienced.

Organized serial murderersmay kill in such great numbersdue to fantasies that feed theirpredatory desires and lead themto compete with themselves in aperverted contest of “practicemakes perfect.”5 In other words,they continue to kill, in part,due to a desire to improve upontheir last murder. They also maycompete with authority figuresby continuing to operate unde-tected. They know somethingno one else knows, and theinformation is exclusive. Acommon belief is that informa-tion is power, and offenderscan feel powerful because theyknow something authorities donot know. In addition, theyunderstand their misbehavior,know the difference betweenright and wrong, and can choosewhen and where to act upontheir urges.

Developmental HistoriesSerial murderers, as well as

other violent offenders, often

have developmental historiesthat include childhood sexualor physical abuse; maternal orpaternal deprivation, rejection,or abandonment; or exposureto violent role models in thehome. However, many indi-viduals have experiencedchildhood abuse, and the vastmajority do not become crimi-nals, much less serial murder-ers. Most abused children adjust

that he was abused as a childand believed that he was mis-treated all of his life. This madehim angry, depressed, andmiserable. He consciouslydecided to take revenge onsociety as a whole by commit-ting his murders and making asmany other people as he couldjust as depressed and miserable.

Depression and its collateralside effects are prominent in thehistories of serial murderers.Behavioral scientists haverecognized for some time thata fine line or close associationmay exist between murder andsuicide. This association is il-lustrated, on the one hand, whendepression is turned inward andmanifests itself with symptomsof sadness, self-downing,apathy, hopelessness, helpless-ness, and ambivalence concern-ing living. Thoughts of self-harm and the act of suicide canresult. Depression also can beturned outward and manifestitself with symptoms of irrita-bility, hostility, and agitation.Thoughts of harming others andthe risk of committing murdergreatly increase as the result ofthese side effects of depression.In short, why would people whoexperience ambivalence con-cerning living or dying and havea state of mind that devalueslife, including their own, placeany value on someone else’slife?

Serial murderers are men-tally abnormal and exhibit the

and, as they mature, progresspast their traumatic experiences.However, those individuals whobecome serial murderers do notadjust and put the trauma andits influence in the past. Theyruminate about their mistreat-ment; dwell on their past expe-riences; and become frustrated,angry, and depressed.

They often express theirchronic anger, which representsone of the internal motivationalfacets in the multifacetedmotivational model, in theirmurders. A serial murderer oncestated in a research interview

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traits and characteristics of avariety of mental disorderswithout reaching the thresholdof mental illness necessary forexculpability. At the core, evi-dence of severe personalitydisorder or paraphilia will existand may include, but is notlimited to, traits associated withantisocial personality disorder,psychopathy, sexual sadism,borderline personality disorder,and pedophilia.6 The moreorganized serial murderers mostoften exhibit the traits andcharacteristics of the psycho-path. Few, if any, organizedserial murderers are psychoticat the time they commit theiroffenses.

Rare PhenomenonEstimates of serial murder

prevalence and the number ofserial murderers are just that—estimates. No official statisticsare maintained within theUnited States, and no knownempirical data are availablefrom international sources.What is known is that serialmurder is a rare phenomenonand statistically, when com-pared with murders of all types,occurs infrequently. Like othertypes of murderers, serialmurderers are predominantlymale. Female serial murder, asa subset of serial murder, rarelyoccurs. When female serialmurderers offend, they are morelikely than their male counter-parts to kill victims in close

proximity to themselves. Inother words, their victims aremore likely to be family mem-bers, paramours, those whowere in their custodial care, andtenants. Female serial murderersalso are more likely to poisontheir victims in a more imper-sonal, detached manner thanmales, who more often strangle,stab, or beat their victims.7

contributing factors. The desirefor excitement, stimulation, andattention from colleagues alsohave been reported as elementscontributing to the murder ofpatients.8 Additionally, someserial murderers in health-carefacilities and elsewhere havereported that the act of murderrelieved tension, stress, andfrustration.9

Health-care worker serialmurderers also are most oftenorganized in their planning,victim selection, and efforts toavoid not only detection butalso the suspicion of others.They are aware of risk factorsthat can increase the probabilityof being identified and appre-hended. Vulnerable victims whoare helpless and unable to resist,such as the seriously ill, elderly,or very young, are at greatestrisk for victimization. Health-care worker serial murderersdecrease risk to themselves byworking independently andoutside the observation ofothers. Working evening andnight shifts when fewer workersare present frequently occurs incases of health-care serialmurder.10

Lucy’s LegacyLucy kept a detailed diary

of her troubled life. Though shedid not specifically mention hervictims, she wrote often ofgiving in to her “compulsion.”In one instance, the date ofthese entries coincided with the

Another subset of serialmurder include those committedby health-care workers inhospitals and nursing homesthroughout the United Statesand other countries. A largenumber of health-care workerserial murderers are female due,in part, to the fact that femalehealth-care workers outnumbermale health-care workers by awide margin. The differentialof power between doctors andnurses also may play a role ina motivational model where adesire for recognition, attention,revenge, power, and control are

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death of one of her patients.Lucy recorded her struggles tounderstand her lack of feelingand compassion. She wrote ofher “sociopathic” personalityand her desire to understand thisaspect of herself.

Lucy worked in critical caresettings, and her patients wereeither elderly or children. Inalmost all of the cases, thevictims were either comatose orhad a diminished awareness oftheir surroundings. All werevulnerable and had impairedcommunicative abilities.

In the case of every victim,colleagues reported that Lucydeveloped a close rapport witheither the patient or the patient’sfamily. She seemed to spend anextraordinary amount of timewith them. But, in every case,she had been seen alone withthe victims shortly before theirdeaths or, at least, had made anobservation in the medicalrecord not witnessed by anotherhealth-care worker. In morethan a few cases, Lucy reporteda marked deterioration in apatient’s status just beforedeath. Strangely, a patterndeveloped where other nurseshad made observations aboutpatient progress that contra-dicted Lucy’s. Also, the hospitalaccused Lucy of stealing drugsthat, coincidently, happened tobe the drugs her patients weretaking. Autopsies revealed highlevels of potassium in somepatients. In others, missing

morphine, attributed to Lucy,seemed to coincide with severalvictims’ deaths. Though theft ofdrugs did not play a significantrole in the evidentiary part ofthe verdict of the Court of Ap-peal, in the case of one victim,intoxication with the drug dig-oxine was established by expertwitnesses beyond any doubt.The case of this little girl, and

life imprisonment, the maxi-mum sentence allowed in theNetherlands.11

ConclusionSerial murderers receive

attention in American moviesand television programs that isdisproportionate to their fre-quency when compared withmurders of all types. Sadly, lawenforcement professionals inthis country also know, all toowell, the tremendous sufferingthese crimes can cause in reallife. Officials in the Nether-lands, however, never had facedthe devastating effects that aserial murderer can create untila children’s hospital in TheHague reported an unusuallylarge number of patients dyingwhile under a certain nurse’scare.

While this case illustratesthat of a female serial murderer,it also provides a glimpse intothe equally infrequent sphereof the health-care worker serialmurderer. Investigating a caseinvolving an offender whoseoccupation places a premiumon saving lives presents a bitterirony even for the most experi-enced law enforcement profes-sionals. But, examining themotivation, behavior, andcharacteristics of such individu-als can help investigators andprosecutors not only bring theguilty individuals to justice butalso cope with the trauma ofsuch horrific acts.

one other case in which intoxi-cation with chloral hydrate wasvery likely, came to be impor-tant evidence for the court.

Though Lucy was indictedin the deaths of 13 patientsand the attempted murder of 5more, the investigation dis-closed that 28 of her patientshad died within a 4-year period,with 8 of those being children.Lucy was convicted on fourcounts of first-degree murderand three counts of attemptedmurder, as well as perjury, falsi-fying a high school diploma,and theft of several books fromthe prison library. Lucy received

Serial murder alsocan be differentiatedfrom other types of

murder because it ismore often predatory,

premeditated, anddeliberate.

”“


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Endnotes

1 The authors based this article on areport written for the Public ProsecutionService, The Hague, Netherlands, inpreparation for one of the authors’ experttestimony at the subject’s trial.

2 Title 28, U.S. Code, Section 540B.3 A.H. Buss, The Psychology of

Aggression (New York, NY: Wiley,1961).

4 R.K. Ressler, A.W. Burgess, and J.E.Douglas, Sexual Homicide: Patterns andMotives (New York, NY: LexingtonBooks, 1988).

5 A.C. Brantley and F.M. Ochberg,“Lethal Predators and Future Dangerous-ness,” FBI Law Enforcement Bulletin,April 2003, 16-21.

6 Ibid.7 M.D. Kelleher and C.L. Kelleher,

Murder Most Rare: The Female SerialKiller (New York, NY: Random House,1998).

8 C. Le Duff, “Prosecutors Say Ex-Doctor Killed Because It Thrilled Him,”New York Times, September 6, 2000.

9 C. Linedecker and W. Burt, NursesWho Kill (New York, NY: PinnacleBooks, 1990).

10 R.E Gaetjens, “A Review ofOccupational, Behavioral, and Organiza-tional Differences in Health-Care WorkerSerial Homicide,” (unpublished manu-script, December 20, 2000).

11 The Dutch legal system allowsappellate courts to essentially retry a case.Not only can a convicted party appeal aruling but the government can appeal anacquittal. The convicted nurse appealedher conviction. On appeal, the defendantwas convicted of seven counts of murderand four counts of attempted murder. Herlife sentence was upheld.

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The Bulletin Notes

Law enforcement officers are challenged daily in the performance of their duties; they face eachchallenge freely and unselfishly while answering the call to duty. In certain instances, their actionswarrant special attention from their respective departments. The Bulletin also wants to recognizethose situations that transcend the normal rigors of the law enforcement profession.

Sergeant John Pedersen of the Vero Beach, Florida, Police Departmentresponded to a medical emergency involving an infant who was havingtrouble breathing. Upon his arrival, Sergeant Pedersen found no signs ofrespiration at all and immediately began rescue procedures. After adminis-tering breaths and back thrusts to the baby, the airway became cleared andthe infant began breathing on his own. Sergeant Pedersen then removed theblockage from the young boy’s mouth—part of an ink pen that the baby hadswallowed. The child and his family are grateful for the actions of thisquick-thinking and well-trained officer.

Officer Elliott Sergeant Hawkins

A wildfire ignited by a lightning strike raged out ofcontrol and threatened a resort community. Numerousresidences sat directly in the path of the blaze. OfficerMitch Elliott and Sergeant Harry Hawkins of the BlackButte Ranch, Oregon, Police Department hurried door-to-door through intense heat, flames, and smoke andevacuated the residents as firefighters battled the blaze.After stopping to receive treatment for smoke inhala-tion and heat exhaustion, Officer Elliott and SergeantHawkins returned to duty to help evacuate thecommunity’s remaining residents and guests. The

bravery of these two officers aided in the safe, orderly evacuation and allowed the firefighters toconcentrate their efforts on battling the dangerous wildfire.

Nominations for the Bulletin Notes should be based on either the rescue of one ormore citizens or arrest(s) made at unusual risk to an officer’s safety. Submissionsshould include a short write-up (maximum of 250 words), a separate photograph ofeach nominee, and a letter from the department’s ranking officer endorsing thenomination. Submissions should be sent to the Editor, FBI Law Enforcement Bulletin,FBI Academy, Madison Building, Room 201, Quantico, VA 22135.

Sergeant Pedersen

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The Helena, Montana, Police Departmentserves the “Queen City of the Rockies.” Its patchfeatures the timber-covered, snow-capped RockyMountains. The Fire Tower, known as the “Guard-ian of the Gulch,” stands watch over the city.

The patch of the Conway, Arkansas, PoliceDepartment reflects its city’s pride in being a cen-ter of higher education. Guided by the principles ofcommunity policing, the agency serves 3 four-yearcolleges, as well as the fastest-growing city inArkansas.

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