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Case study : You are hired as a consultant in City X and are charged with the responsibility of creating a plan to deal with the multiple daytime robbery attacks in your area.
Scenario: Investigative Plan (Follow Checklist)
You are hired as a consultant in City X and are charged with the responsibility of creating a plan to deal with the multiple daytime robbery attacks in your area. Police officers have been able to obtain limited information for each robbery. Your first order of business is to create a draft of a strategic operational/investigative plan to address the crimes. Your plan should be between 5–7 pages (excluding title and reference pages.)Permalink: https://nursingpaperslayers.com/scenario-investi…follow-checklist/
Please address the following questions in detail. Be creative and utilize any, and all, investigative actions/resources that you can think of. Remember, you are to assemble a plan to address the crimes and ultimately catch the individuals responsible.
1. Create and describe a list of 10 investigative steps you would take to address this situation.
2. What technological assistance would be needed to conduct this operation?
3. What measures would you take to analyze the pattern of robbery activity?
4. How would you go about synthesizing the data and coming to a conclusion based on the data?
5. What types of investigative units would you use to assist in the operation to catch the perpetrators?
6. What supplies/equipment would you purchase to enable the investigation and operation to be conducted? Given the fact that the money allocated for the investigation is low, what steps would you take to procure more funds?
Checklist for Conducting InvestigationsOrganizations are under increasing scrutiny to ensure its operations, personnel and agents comply withinternal policies and a myriad of legal requirements. Companies, whether private or publicly held, arebeing investigated by federal, state, local and foreign authorities to a greater degree than ever before.Attorneys who represent current and former employees typically threaten to pursue claims that raiseethical issues, class and collective action allegations, systemic discrimination claims, and the potential ofadverse publicity concerning the organization’s practices. There is also a growth industry for lawyers toassert claims on behalf of shareholders for any number of “oppression” claims. In addition to theseconcerns organizations are subjected to heightened threats and risks to proprietary and confidentialinformation.To protect itself, the organization is well served to respond strategically, deliberately and thoughtfullywhen confronted with claims or threats to its proprietary and confidential information. Before decisionsare made on how best to contain or mitigate the potential damage all relevant facts must be understoodand evaluated. Only then will the company be able to respond in a strategic manner to protect its longand short term interests.Conducting a strategic, thoughtful and thorough investigation, protected by the attorney client privilege,will serve the organization in any number of ways:• Determining those relevant facts so that appropriate, fully informed actions can be taken bymanagement or the board• Taking the steps necessary to terminate any inappropriate conduct• Formulating appropriate internal best practices and policies to deter and detect similar conduct inthe future• Establishing and documenting the organization’s prompt good faith response to a complaint orincident• Insulating management and the organization’s board from allegations of complicity or claims offailing to respond timely• Coordinating the investigation with any independent investigations being conducted by thirdparties• Determining additional training opportunities that may be appropriate• Promoting a healthy culture of transparency and compliance within the organizationThis checklist has three major purposes: (1) to assist decision makers in determining whether aninvestigation is necessary (sections A and B) and, if so, (2) what resources to leverage in conducting theinvestigation (external, internal, etc.) (section C). The third purpose is to provide the investigator with apotential checklist of issues to consider and address during the course of the investigation and potentialpost-investigation activities (sections D and E). Like any checklist, this tool is merely illustrative and anyinvestigation must be tailored to the particular facts and circumstances involved and supplemented with

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