Man Sentenced to 10 Years in Prison for Attempting to Entice a Minor in Albany

 Albany, New York - Thomas Cesiro, a 69-year-old resident of Rutland, Vermont, has been sentenced to 10 years in prison for attempting to entice a minor to engage in sexual activity. The announcement was made by United States Attorney Carla B. Freedman and Janeen DiGuiseppi, Special Agent in Charge of the Albany Field Office of the Federal Bureau of Investigation (FBI).

Following a three-day trial, Cesiro was convicted by a jury on October 13, 2022. The trial presented evidence that between October 10 and October 20, 2020, Cesiro exchanged over 1,000 text messages and had 9 phone calls with investigators based in Albany, who were posing as a 12-year-old girl and her adult mother. During one of the phone calls, Cesiro provided instructions on how to engage in a sexual act.

On October 20, 2020, Cesiro traveled from his residence in Rutland to Bennington, Vermont, to meet the purported mother and the 12-year-old child. He brought various sex devices and gifts for the child, including a vibrating Frozen-themed toothbrush. Cesiro was apprehended by law enforcement officials upon his arrival at the meeting location and subsequently arrested.

United States District Judge Mae A. D'Agostino also imposed a 10-year term of post-imprisonment supervised release.

The investigation in this case was conducted by the FBI and its Child Exploitation Task Force, which included investigators from the Colonie Police Department, Rotterdam Police Department, and New York State Police. The case was prosecuted by Assistant United States Attorneys Rachel Williams and Richard Belliss.

This prosecution is part of Project Safe Childhood, a nationwide initiative aimed at safeguarding children from online exploitation and abuse. Led by the United States Attorney's offices, Project Safe Childhood brings together federal, state, and local resources to locate, apprehend, and prosecute individuals who exploit children through the Internet, while also identifying and rescuing victims.

Early Intervention System

This handbook is intended mostly as an explanation for our employees of a new system which affects them. Since some members of the public may be interested in understanding how our Early Intervention System works, and why we developed it, we have endeavored to write in a way that minimizes police jargon and will be understandable by a general audience.

As noted in Chief Stephens’ preceding comments, in the Charlotte-Mecklenburg Police
Department, we place a high priority on solving crime problems when they occur and on preventing future problems. Similarly, when it comes to performance by our sworn and civilian employees, we are committed to helping them handle challenges that might impede their effective and appropriate conduct.

When we notice potential performance problems, we want to prevent them from growing to the point where they will jeopardize an employee’s career, weaken our service to the public, or damage the reputation of the CMPD. To be sure, if our employees violate our rules, our internal affairs and supervisory structure are responsible for investigating and recommending discipline as may be appropriate. We are strict about compliance with our rules because we owe high standards to the community and to our justly proud workforce.

We also owe the public and our employees the very best supervision possible—supervision which encourages employees to continue what they do well and helps them steer away from potentially troublesome patterns of conduct. With the increasing complexity of police work, the responsibilities and workload of our supervisors are greater than they were a generation ago. The CMPD strives to find methods that make high quality supervision as easy and effective as possible. There is no substitute for well-trained and motivated individuals selected to serve as supervisors, but one of the systems we have established to assist them in doing their jobs proficiently is an automated record keeping and notification system— system— called our Early Intervention System
(EIS).

This handbook explains why we created this system; how it works; how it is expected to affect sworn and civilian CMPD employees and supervisors; what input our employees had in designing the EIS; how our system differs from those adopted by other departments; and what criteria we will use over time to assess whether the EIS is making a positive contribution to effective supervision and employee assistance. These topics are discussed using a question-and answer format, with the discussions grouped under six general categories.

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http://www.cops.usdoj.gov/mime/open.pdf?Item=1767

Aftercare Services

The Office of Juvenile Justice and Delinquency Prevention (OJJDP) is launching a Juvenile Justice Practices Series to provide the field with updated research, promising practices, and tools for a variety of juvenile justice areas. These Bulletins are expected to be important resources for a large number of youth-serving professionals involved in developing and adopting juvenile justice policies and programs, regardless of their funding sources.

This first Bulletin in the series examines aftercare services that provide youth with comprehensive health, mental health, education, family, and vocational services upon their release from the juvenile justice system.

Aftercare can be defined as reintegrative services that prepare out-of-home placed juveniles for reentry into the community by establishing the necessary collaborative arrangements with the community to ensure the delivery of prescribed services and supervision (Altschuler and Armstrong, 2001). The term "aftercare," however, is something of a misnomer—the process does not begin only after an offender is released. Instead, a comprehensive aftercare process typically begins after sentencing and continues through incarceration and an offender's release into the community. Effective aftercare requires a seamless set of systems across formal and informal social control networks. It also requires a continuum of community services to prevent the recurrence of antisocial behavior, and it can involve public-private partnerships to expand the overall capacity of youth services.

Two key components of the aftercare concept distinguish it from the traditional juvenile justice model. First, offenders must receive both services and supervision. (Offenders in the traditional juvenile justice system are generally sentenced to some type of supervision and are sometimes provided with services.) Second, they must receive intensive intervention while they are incarcerated, during their transition to the community, and when they are under community supervision. This second component refines the concept of reintegrative services to include services that occur before release as well as after release.

This Bulletin describes how aftercare can address some of the problems that exist in the juvenile justice system. It also reviews relevant research, examines aftercare as it relates to system change, and identifies promising aftercare programs.

DOWNLOAD THE MANUAL
http://www.ncjrs.gov/html/ojjdp/201800/contents.html