Organizational placement of the Property Section is often influenced by the size of the law enforcement agency. There are several basic compelling reasons that, regardless of agency size, apply to all departments. The property section should be assigned to a specific division which functions primarily for the purpose of safeguarding and processing property. In most cases, the support services bureau (administration or records division) best meets this purpose. Support services bureau provides a good system of checks and balances for the operational procedures required of a property section.

The integrity of a property unit is strengthened when it is separate from field evidence collection. Procedures providing for the collection of evidence by field evidence personnel and the storage by property personnel create the first phase of an ongoing system of checks and balance. Individuals who are involved in the collecting of evidence in the field and who may also be responsible for authorizing the later release of the property should not be given the responsibility of storing the property. With very rare exception, having one individual handle intake, storage and disposal often leads to serious problems. While the vast majority of property personnel are extremely honest, having a closed system does provide serious concern over theft of property with no immediate way to notice the loss. 

Property units attached to investigations or patrol often have difficulties with field personnel asking for special favors or command personnel contradicting sound procedure in-lieu of momentary convenience. Example: "Just store the evidence for now, the officer can package it right on Monday." The storage of evidence by investigators or patrol personnel should be avoided. Centralizing the storage and control of property and evidence, and providing property personnel to staff the section, who are not attached to operational tasks, are wise precautions that will streamline control procedures and enhance the integrity of the property section and agency as a whole. 

Property staffing considerations are key to a successful operation. Limiting access by using the smallest number of personnel is recommended. However, the minimum number should always be two. One being the property handler and the other being the property supervisor. Limiting access of the property section to exactly one person provides protection to an individual who may lose sight of who the property actually belongs to. In large agencies, cross training of individuals to handle various parts of the property function provides back-up during vacations and times of illness. Smaller agencies need to plan for a main property handler and train someone to provide back-up support. In small agencies the job of maintaining the property function can be accomplished as part of one employee's designated duties. A property supervisor overseeing many different functions within the division should do "walk throughs" of the section. During random "walk throughs" it is important to take note of property movement (incoming and outgoing), to ask questions about property locations, and get a sense of normal progress during disposals that will raise mental flags questioning unanticipated or unplanned property movement. Accountability can be focused more easily when as few employees as possible are directly involved in the property function. 

In 1980 nearly 85% of all property officers were sworn personnel. In 1990 about 25% of all property personnel were sworn officers. Employees assigned to the property unit are normally non-peace officers because the position does not require peace officer powers. Most peace officers would rather be on patrol, than working in a warehouse. The salary cost of employing a peace officer for non-peace officer duties has generated the strong move toward hiring non-sworn paraprofessional personnel to handle the property function responsibilities. The same logical reasoning applies to supervisors or managers of the function. Providing a career ladder through paraprofessional jobs, such as a property officer, leads to longevity of employees and higher morale.

Rotation of employees in and out of the property section is not recommended. Learning the legal aspects and procedures needed for the maintenance of property and evidence is a time consuming process. It takes about two years to mentally grasp all the legal requirements and complexities that can arise in various forms and applications related to the property function. Nearly five years is required to really understand all of the nuances involved in the proper handling, storing and disposal of evidence. Rotating personnel in and out of the section never provides individuals enough time to actually reach a "journeyman level" in the handling of property and evidence. Also rotating personnel often affects morale. Individuals either like to work in property or they don't, it is either their "cup of tea" or it is not. Rarely do employees seem indifferent to the job. Mandatory rotation of personnel often moves out someone who likes the work, while moving in someone who would be happier and more productive in another assignment. 

Determining specific hours of operation should include transporting of items to court or crime labs; and maintaining the proper chain of custody. Very few agencies are large enough to justify around the-clock property staffing. The critical need is evidence to be ready for court. Lab transports, property releases, disposals, etc.· can normally be completed during weekdays during normal business hours. Arrangements should be made for urgent court requests that may occur while the property officer is transporting evidence to the lab. Some agencies have police aides or other assistants transport evidence to the lab in case the property officer is needed to retrieve evidence for a court case. Operating during normal court business hours provides time for the officer to pick-up evidence and drive to court. Rarely do circumstances dictate the need for entering the property room at any other time. Weekend or late night access should be closely monitored. Internal affairs investigations leading to disciplinary action involving stolen property from the property room show a strong correlation to thefts being committed after normal hours. In one instance in the mid-western United States, a property officer simply waited for everyone to go home and then took cart fulls of stereo equipment via the elevator out to his vehicle. The process went undetected for years. It was finally discovered when the property officer went on vacation. A citizen came in the next day demanding the return of his stereo system and a secretary, who had stayed late to type a search warrant, remembered seeing the same type of equipment leaving the building the night before (with the property officer!) 

Appropriate policy directives are essential to clarify and standardize the procedures for the collection, storage, release, and disposal of property. It is mandatory that one or more general orders be used to direct the operation of a law enforcement property function. In some operations, the general order directs the use of a property manual that clearly defines the duties and responsibilities of any employee who takes part in any way in the handling or disposing of property or evidence. Maintaining a current property manual that specifically lists written objectives is important. It is difficult to hold an employee accountable without written guidelines. The property function requires documentation on releases and public contacts. The manual should include procedures, regulations, examples of proper documentation, hours of operations, times of entry, storage procedures, disposal aspects and other information pertinent to the operations of the property room. 
 

BACK TO BASICS: 
Example #2 : General Order for Purpose and Staffing 

Procedures in the property manual should include a statement of purpose and responsibilities related to placement in the agency and property duties. This provides a clear understanding of expectations and priorities. 

PURPOSE 

The Our Town Police Department is charged with the responsibility of maintaining an accurate record of all property which comes into its custody and recording its disposition. The following instructions have been developed to provide for efficient storage and release of such property in accordance with Federal, State and local laws. 

PROPERTY CONTROL SECTION 

PURPOSE

1. The Property Control Section shall be responsible for intake, storage, and disposal of all property received by the Our Town Police Department to be held as evidence, found property, or stored for safekeeping. 

1. The property Section is charged with the responsibility of maintaining an accurate record of all property which comes into its custody and recording its disposition. 

At this time there is one full-time Property Officer assigned to the Records Division. The Property Officer is assisted by Cadets and Police Aides. 

SPECIALIZED TRAINING 

The recommended training for the Property Officer is a Peace Officer Standards of Training approved basic course on managing the property function, and other related courses and seminars as they become available. 

JOB DUTIES OF THE PROPERTY OFFICER

The Property Officer's primary assignment is to log, classify, store, dispense, destroy, and release property/evidence to its rightful owner, for court presentation and/or for destruction and auction. Also included are the following duties: 

1. Maintain evidence, found and stored property, in such a mannerthatthe individual items are secure from theft, loss or contamination, and can be located in a timely manner. 
2. Maintain Property Reports with proper notations of any/all actions associated with the property, commonly referred to as chain of custody. 
3. Ensure the timely and legally correct notification of owners and release/disposal of property recovered, found, or seized by the department. 
4. Operate computer terminals in case disposition research and other related information involving the classification and disposition of property items. 
5. Coordinate the disposal of unclaimed and surplus property and the special disposal of narcotics, explosives, hazardous materials, and weapons. 
6. Release of property for court, to persons legally entitled, for auction and for destruction. 
7. As necessary, prepare and forward all property-related forms to the Department of Justice. 
8. Provide effective liaison between the Police Department and local, State and Federal law enforcement agencies. 
9. Stay abreast of local, State, and Federal laws involving property/evidence handling and recommend appropriate changes. 
10. Maintain a clean and orderly property storage facility. 

1. Urgent requests for supplies and equipment. 
2. Arrange for equipment repair 
3. Place special orders 
4. Storing of police owned items and equipment 
5. Inventory supplies 
6. Follow-up purchase orders 
7. Complete special projects as assigned. For example: Reports, asset inventories, studies, flow charts, surveys, writing manuals (safety, property, etc.) 
8. Purchasing of equipment including comparison of cost efficiency, need vs. availability, completing bid process, storage needs, locating sources, etc. 
9. Maintaining system organization of owned items 
10. Other duties as assigned. 

1. Be completed and filed by the 15th day following the end of each quarter (January 15, April 15, July 15, October 15). 
2. Accurately portray the transactions of the reported quarter. 
3. If necessary, include graphs to describe activities. 
4. Include a comparison of activity (current year vs. past year.) 
5. Include a summary page describing property related activities as they relate to other agencies, City departments, and the surrounding community.