Replies to post #12130 on Cdex, Inc. (fka CDEX)

[capnmike]

paige, regarding the law...

http://www.supremecourtus.gov/oral_arguments/argument_transcripts/03-923.pdf

http://www.norml.org/pdf_files/NORML_Defenses_Drug_Dog_Detection.pdf

http://www.law.cornell.edu/supct/html/99-8508.ZS.html

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It seems to me that CDEX technology is specific, as in chemical specie specific, and would not be an issue as described regarding other methods discussed in the literature.

Regarding dogs, there might possibly be issues related to DELAY when searches are conducted. Waiting for arrival of detection dogs might be an issue in certain instances. Other detection dog info suggests other items for consideration:

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issues such as false positives with search using meth detecting dog - SUPREME COURT OF FLORIDA eg: dog not
subject to controlled testing to determine whether he alerts falsely; questioning if the dog's alerts were correct, etc

http://www.law.fsu.edu/library/flsupct/sc04-490/04-490ans.pdf

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The following is an interesting find regarding detection dogs. Selected excerpts follow the link.

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http://www.securitymanagement.com/library/TRB_Transit0103.pdf

K9 Units in Public Transportation:
A Guide for Decision Makers

Sponsored by the Federal Transit Administration

THE CONS
Starting Up K9 Units Requires Planning
To be effective, many elements regarding the program must be decided ahead of time.
This includes the size of the unit, the functions to be performed by the unit, the source
of the dogs and selection criteria, the training to be provided for the dog(s) and
handler(s), and the way in which the new unit will be integrated into existing operations.
Unlike many other security deployments, in which learning can occur incrementally, the
decisions made during the initial procurement and staffing of the K9 unit will have
tremendous consequences on its ability to perform. Research demonstrates that K9
programs fail primarily for the following reasons, all of which can be related directly to
activities performed during initial planning:
❐ systems choose the wrong vendor to select their dogs, train their handlers,
and support their program;
❐ management provides poor supervision;
❐ administrators provide poor support;
❐ the personnel that need to use the resource to make it valuable receive
little or no training; and
❐ systems use handlers who do not understand their responsibilities or are
not sufficiently trained to follow through with them.
Reliance on Outside Experts
Policing with K9s is a unique expertise, outside of the knowledge of most transportation
executives. In this situation, the advice and recommendations provided by peer
transportation systems and vendors assume more weight than may usually be the case.
This dependence on subject matter experts, who may understand little about the
hazards of the public transportation environment and the dynamics of the organization
that must manage the unit, brings inherent vulnerabilities into program development and
implementation.
High Start-Up Costs
K9 programs require most of their investment up front, many weeks and months before
the unit enters service. This situation creates an inherent tension between short-term
and long-term planning objectives. There often is a desire to limit start-up costs, even if,
when averaged over the expected performance life of the dog, these costs are actually
lower than technology solutions (when averaged over a similar period of time). Yet,
limiting investment in dog selection, dog testing, dog and handler training, and
procedures development is the very activity that will damage the program down the
road.
When purchasing a trained dog from a vendor, public transportation systems may
receive pressure to limit the amount of time spent by the handler on site at the trainer’s
facility. Managers of these transportation systems may believe that they cannot afford
to send an officer away on a 12 to 16 week training program, as they cannot have an
officer away for that period of time. Instead, the officer is sent for a 3- to 4-week course
of training, referred to as the short program.
Transportation personnel participating in this project encouraged all agencies to be wary
of the short program and its seeming cost-effectiveness. The officer who is sent to a
short program is only given the minimum amount of training required to handle the dog.
Through no fault of the training agency, he or she is only given a small portion of the
training really required to do the job. During the short program, the officer can only be
taught basic handling skills. Yet, there is a distinct difference between training a dog
and handling a dog. One can handle a well-trained dog by giving it appropriate direction
and working with the animal.
The short program may provide this competency. However, one cannot train a dog by
simply learning how to handle it. The ability to train requires not only course work on
animal behavior but also the opportunity to build skills through exercises and fieldwork
under the supervision of a qualified trainer. This core skill will not be developed during
the short program. Without this skill, the handler will not be able to manage the dog,
particularly if access to training will be limited once he or she returns to the public
transportation system and is immediately placed back in service.
Finding Good Dogs
There are no guarantees that the dog(s) ultimately selected by the program will perform
as intended. Although some vendors may say that any dog can be trained to perform in
any environment, this is simply not true. Selection criteria and testing are critical, even
if they increase the initial costs of the program (which they probably will). Some dogs
are afraid of elevators, escalators, or trains. Some dogs are distracted by linoleum and
other shiny surfaces. Some dogs are incapable of safely navigating through crowds
and managing children who may reach out to pet them while they are working. Some
dogs are distracted by the humming of the third rail or the overwhelming mass of scents
in a transportation station. Some dogs will never be able to protect their handlers on
stairwells, ramps, or in other locations, which may give a suspect a perceived height
advantage. Some dogs are too aggressive to be deployed on preventive patrol. These
dogs must be weeded out before the transportation system invests in their training.
Transportation K9s must be thinking dogs. They must be calm, approachable, and able
to perform a variety of tasks in many environments. Vendors may be more likely to
emphasize power and effectiveness at a single set of tasks. When giving advice, local
law enforcement and consultants may not appreciate this distinction in service needs.
Transportation systems will have to remain firm in defining and fulfilling their needs,
even against a hard sell. The potential liability of an ill-equipped dog patrolling among
the riding public demands nothing less.
Finding Good Handlers
Administrators need to select test handlers just as closely as vendors select test dogs.
Handlers need to be highly motivated individuals who are in good physical shape. They
must be committed to training the K9 and learning to work with it in a unique
partnership. From the moment the K9 and handler first meet, until the K9 is retired,
some part of every day may be spent in training. Not every officer is equipped for this
type of responsibility, and not every agency can appreciate the importance of the need
for ongoing training, certification, and situation drills. K9 handlers must be willing to
take correction from trainers and to learn from mistakes. They must appreciate the
social aspect of the K9 patrol and the reactions of the public to the K9. They must be
good public speakers and able to manage a varied work schedule. They must have
good judgment and a strong performance history.
Consequences of a Bite
Vendors and specialists emphasize the skills and capabilities of their dogs in suspect
apprehension. They may actively encourage bite-and-hold methods of apprehension, in
which the dog bites the suspect’s arm and holds it until recalled by the handler. This
introduces an element of aggression that may not be appropriate for dogs deployed in
the public transportation environment, and, in fact, may be dangerous. After all, most
transportation systems arrest a large number of juveniles, and the public relations
implications associated with either directing a dog against a juvenile or a dog biting an
innocent person could be disastrous. Most transportation systems advocate the barkand-
hold method, in which the dog corners the suspect and barks at the suspect until
recalled. In any case, liability and policy issues regarding suspect apprehension must
be resolved very early on during the planning process.
Some insurance carriers may charge additional fees, or require specific guarantees
regarding K9 units, to protect the transportation system from lawsuits arising out of K9
apprehensions, K9 bites, and K9 performance. Transportation legal counsel may also
have special concerns regarding these units that must be addressed. At a minimum, K9
units should keep detailed records on their activities for training, evaluation,
certifications, assignments, and responses to calls for service. The public transportation
system must review its current use of force continuum and establish procedures for
managing canine bites.
Demands of K9 Administration
Too often, administrators are not sufficiently skilled to supervise the K9 program. A
transportation system with only one or two K9 units cannot appoint a full-time
supervisor; yet the demands of overseeing the unit are high. Supervisors must set
performance standards for the K9 teams to support ongoing evaluation. These
standards are in addition to the certification program required for initial deployment.
Supervisors need to review the training records on the dogs on a regular basis. They
need to visit the weekly training and become familiar with the capabilities and
weaknesses of each dog team. They need to verify that weaknesses are addressed in
training. Supervisors also need to visit units in other departments to watch and discuss
training and deployment procedures. The supervisor must ensure that all training,
performance, certification, and medical records for the K9 teams are maintained and in
good order.
Scheduling is another administrative challenge. Training, grooming, exercising, feeding,
and breaks all cut into the K9 unit’s workday, which averages less than 6 hours of
deployment time for an 8-hour shift. Four to five units are required for 24/7 coverage,
with one unit available all of the time, rather than the traditional three patrol officers.
Although many K9 officers are willing to work overtime and remain available to take
emergency calls, effective scheduling of the K9 unit is critical, particularly if the agency
is only beginning its program with one or two K9 teams.

Success Requires a Long-Term Investment

[17 aleb]

OT...out of the box funnys...Well under current Methodoligy...Once E sorta pill's out,dumpin all bad baggage...recognizing their can only be one Queen Bee, two a hive...Who know's how many box'es bee's, could be? Coarse then that shakenspear fella came in talkinall thay To Be or not to be, and ask kin all kind questions....( : .../... : ) ... ... ... ... ( : : )O ...