SlideShare a Scribd company logo

06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx

•Download as DOCX, PDF•
•
S
smithhedwards48727

The document summarizes key concepts from a police management textbook chapter on police strategies. It discusses landmark studies that influenced strategic development, including the Kansas City Preventive Patrol Experiment which found that random patrol had little effect on crime rates. It also describes approaches like community policing, problem-oriented policing, intelligence-led policing, and predictive policing, noting they emphasize improved crime control, community relations, and evidence-based practices. The strategies are multifaceted and their effects on crime are difficult to isolate, though hot-spot policing and problem-oriented policing have shown some success in reducing crime and disorder.

Education
1 of 94
06980 Topic: CJE 4110 Exam Essay 1 Number of sources: 1 Writing Style: APA Type of document: Essay Academic Level:Undergraduate Number of Pages: 2 (Double Spaced) Category: Criminology Order Instructions: ATTACHED Write an essay using the following keywords. Your essay should (a) accurately define/describe the terms, (b) coherently connect them, and (c) reflect your knowledge of the relevant course material. Key Words: • Kansas City Preventive Patrol Experiment, • Foot Patrol, • Community Oriented Policing, • Broken-Windows Theory, • Directed Patrol.
Your essays should not be less than 500 words. Forum Discussion Question – ANSWER WITH AT LEAST 250 WORDS OR MORE FOLLOW INSTRUCTIONS IN THE QUESTION. THIS IS A ORGANZATIONAL MGMT 601 CLASS View Full DescriptionMindfulness is a method of helping the brain focus. Neuroscience is making strides into the business environment. Find an article or two on neuroscience or more specifically neuroleadership. How can mindfulness, along with neuroscience/neuroleadership help a leader focus his or her followers? Please you do not have to cite the articles or include the references. You should provide attribution. Attribution is where you give credit. For example, if the article you select is written by Smith, you may write as follows: Smith stated (talked, reviewed, etc) that... POLICE MANAGEMENT CHAPTER FIVE 1 To Start with… What is the difference between MANAGEMENT and SUPERVISION? Give specific examples to the roles of managers and supervisors 2
Management & Supervision The management of police departments and supervision of police officers is central to organizational success 3 The Managerial Process There are 4 major functions of the managerial process Organizing: The process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives Leading: Motivating others to perform various tasks that will contribute to the accomplishment of goals and objectives Planning: The process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them Controlling: The process by which managers determine how the quality and the quantity of departmental systems and services can be improved, if goals and objectives are being accomplished efficiency effectiveness 4
The Managerial Process (cont.) The ‘chain of command’ separates the hierarchical levels of activities that occur in larger and smaller departments The higher the position, the greater the power, authority, and influence Top managers Middle managers Lower managers Rank-and-file personnel See p. 135 5 The Development of Police Management Classical police management Behavioral Police Management Contemporary Police Management 6 Classical Police Management Max Weber’s concept of bureaucracy is a concept central to the classical approach to organization. Principles of bureaucracy include: Specialization Authority and responsibility Unity of command
Scalar Chain Centralization 7 Classical Police Management (cont.) In attempt to create a more professional police force, increased attention was given to classical principles The paramilitary model was the outcome of these efforts Emphasized a legalistic approach Authoritarian managerial practices Attention focused on controlling officers’ behavior, increasing crime control, and lessening corrupt practice 8 Behavioral Police Management Attack on the classical approach in the early 1970s Majority of police work is not directly related to law enforcement Police role more broad and complex than originally thought What else does police work entail? Change in the organizational climate to be able to retain highly qualified officers Emphasis on worker participation and job satisfaction Flexible and democratic organizational model 9
For a further discussion of job satisfaction… 10 Private Sector Influences Following WWII, a system focused on product quality was born Total quality management (TQM) Developed in Japan Quality control and continuous improvement The 1st department to adopt this system was Madison, WI The Madison Experience Changed to a quality-oriented organization Emphasized participation and teamwork See P. 139- Principles of Quality Leadership 11 Organizational Design Concerned with the formal patterns of arrangements and relationships to link people together in order to accomplish organizational goals A couple of organizational designs exist (P.140) Tall structure Centralization Flat structure Decentralization 12
Organization 13 Organization Chart 14 Ward County Sheriff’s Office 15 SHERIFF CAPTAIN (1) (TRAINING & CIVIL PROCESS) LIEUTENANT(1) (CIVIL PROCESS) SERGEANT(1) (CIVIL PROCESS) LIEUTENANT(1) (PATROL)
WARRANTS OFFICER (1) SERGEANT(2) (INVESTIGATIONS) JAIL COMMANDER(1) COURT OFFICER PT TIME COURT SECURITY CAPTAIN(1) (INVESTIGATIONS & PATROL) LIEUTENANT (1) (INVESTIGATIONS) SERGEANT(3) (PATROL) PATROL DEPUTY (14) SUPPORT STAFF (4) LIEUTENANT (1) SERGEANT (4)
SR CORRECTION OFFICERS (4) CORRECTION OFFICER (21) Criticisms of Paramilitary Design Criticized since contemporary police management era Inappropriate assumptions about patrol work and democracy Strict rules cannot be applied to policing Orders are rarely required Importantly, little research has been conducted to support or refute these criticisms 16 Criticisms of Paramilitary Design (cont.) In a study of police compared with other city employees not exposed to paramilitary design, police had Greater problems with communication Greater amounts of distrust Lower levels of morale Lower levels of organizational performance Recent research has shown preference for “servant” style of leadership Emphasizes concern for the needs and welfare of organization members 17
Ideal Leadership Skills in Policing Global perspective Creativity Change management and adaptivity Comfort in the midst of independence Strong oral and written communication Mastering technological trends An understanding of research Integrating strategy, culture and political influence 18 Broken Windows and Zero-Tolerance Policing Broken-windows theory based on a hypothesis that when low levels of disorder are not held in check, more series types of crime are likely to follow Thus, police should target minor problems Zero-tolerance policing Widely adopted version of broken-windows policing Aggressive approach to targeting minor crime What does research tell us about this approach’s effectiveness? 19 Compstat, Police Legitimacy, and Procedural Justice CompStat uses crime data to analyze crime patterns, trends Acronym for compare statistics Helps respond quickly, with appropriate resources and strategies See the video on NYPD CompStat Police legitimacy
The public’s confidence in the police as fair and equitable When legitimacy is lost, a loss of respect and confidence follows Attention to procedural justice maintains legitimacy That is, treated citizens in an even-handed manner 20 Compstat, Police Legitimacy, and Procedural Justice (cont.) A variety of strategies can be employed by managers to increase courteous and respectful behavior: Establish internal guidelines Reward professional behavior Only promote officers who continually behave professionally Disciplinary actions to show wrongful behavior will not be tolerated 21 Measuring Police Performance It is particularly difficult to measure police performance Both internal and external goals must be assessed Crime and disorder measures Community measures Individual and team measures A number of measures of performance exist NIBRS, victim surveys, arrest rates 22
Summary Organizing, leading, planning, and controlling are all parts of the managerial process The classical approach emphasized bureaucratic, paramilitary approach to organizational design Since the 1970s, behavioral theorists have attacked this approach Greater emphasis on worker participation, job satisfaction, more flexible designs, and recognition of the complex nature of the police role No matter the design, it is essential that realistic and measurable goals are established by police 23 POLICE STRATEGIES CHAPTER FOUR 1 Evolving Strategies of Policing Two issues led to questions being raised about reform model Social upheaval and isolation of police from communities Failing to increase public trust and crime control These issues led to adoption of community policing Also important was the increasing emphasis on research Use of data and technology for problem-oriented strategies
2 Landmark Studies of Police Effectiveness A # of influential studies have had a lasting impact on policing 1) Kansas City Preventive Patrol Experiment Control Beats Proactive Beats Reactive Beats Which one is better? 3 Kansas City Experiment What did change in: Crime rates Citizen attitudes Feeling of security Rates of report Traffic accidents Arrest rates 4 Landmark Studies of Police Effectiveness (2) Response time studies Effectiveness of response time is limited due to two primary factors
????? The difference between the time of crime and the time of call Either late recognition of crime or the shock and fear 5 Landmark Studies of Police Effectiveness (3) Criminal investigation studies The Rand study - 1975 Only 20% of serious crimes are solved They are usually solved through information derived from victims In 75% of solved cases, the identity of the offender was actually known at the time or right after the crime The majority of detective time is spend on bureaucratic issues Many forensic evidence do not contribute to solving the case Recent clearance rates: Percent of Offenses Cleared by Arrest or Exceptional Means 6 Strategic Development Given landmark studies and other research findings, a variety of strategic efforts were developed, focusing on: Improving crime-control effectiveness Improving police-community relations Improving professionalism Developing evidence-based practices 7
Improving Crime-Control Effectiveness A variety of approaches to improving crime-control’s impact were adopted in response to the landmark studies Crime analysis Directed patrol Differential response programs Case screening Problem-oriented policing 8 Improving Police-Community Relations The most important aspects of community policing was its attention to improving police-minority relations Difficult due to long history of discrimination Emphasized importance of communication and mutual understanding Adoption of foot patrol to encourage more intimate understanding Newark replication of Kansas City experiment with focus on foot patrol What were the study’s conclusions? Broken-windows thesis 9 Broken windows theory
Broken Window Theory Video Broken Window Theory Video Transcript & CC 10 Improving Professionalism In addition to crime-control and police-community relations, attention also was given to improving professionalism Standards for policing hiring increased Police training efforts also improved Technological and equipment advancements Implementation of standards, certification, and accreditation Attention to legitimacy and innovation 11 New professionalism in policing Accountability – internal/external National coherence Legitimacy – consent/cooperation/collaboration Innovation 12 Developing Evidence-based Practices Police practices have also been guided by evidence Idea that police should adopt practices w/most evidence of support If police do not follow this principle, then they are:
Not as effective as they could be Wasting resources on ineffective strategies and programs Requires both commitment to most effective practices AND willingness to sponsor ongoing evaluations and research 13 Strategic Alternatives A variety of strategic alternatives to traditional approaches to policing were adopted during the 1980s and 1990s Community policing Problem-oriented policing Intelligence-led policing Predictive policing 14 Community Policing The emphasis on community policing began in the 1980s Logical combination of more than 30 years of police effectiveness Attempt to harness the advantages of foot patrol with an emphasis on broken windows Office of Community Oriented Policing (COPS) in 2009 There exist 3 major dimensions of community policing Philosophical dimension Strategic dimension Tactical dimension 15
The Philosophical Dimension 3 of the most central philosophical beliefs relate to the following: Citizen input Open access to police organizations Input into police policies and decisions Broad police function Resolve conflict, help victims, prevent accidents, solve problems, reduce fear Personal service 16 16 The Strategic Dimension This dimension focuses on three important changes Less reliance on the patrol car and more emphasis on face-to- face interactions What does this achieve? Differential responses to calls for service What does this allow police to do? Reexamination of traditional criminal investigation Importance of solvability factors 17 The Tactical Dimension Two dimensions are most central to the tactical side of
community policing efforts Positive interaction Partnerships With whom? Problem solving 18 Problem-Oriented Policing Similar to community-oriented policing, emphasis began in 1980s It exists of four steps, which together form the SARA (Scanning, analysis, response, assessment) model: Careful identification of the problem Careful analysis of the problem A search for alternative solutions to the problem Implementation and assessment of a response to the problem 19 Problem-Oriented Policing (cont.) Importantly, it is characterized by several important features Should be standard operating procedure for policing Should be practiced by personnel throughout the ranks Should be empirical Should involve collaboration across agencies whenever possible Should incorporate community input/participation whenever possible Ultimately, seeks tailored response to community problems 20
20 Two examples – San Diego A trolley station was the location of gang fights, violent crimes, and narcotic activity. A squad of officers collected information to show the local transit board that the design of the station contributed to crime. Based on the careful work of the officers, the board agreed to provide funds to redesign the station. Calls of narcotic activity at an 80-unit apartment complex alerted officers to try a problem solving approach. Working with residents, the on-site manager, the management company, the Housing Commission, and other police units, the officers were able to evict problem residents and stop the drug dealing. 21 Homework Find an example of a community oriented policing or problem oriented policing program from a jurisdiction in the US Turn it in Wednesday – One/two page typed Get ready to present briefly 22 Intelligence-led Policing
Emphasizes the use of “real-time” crime analysis Demands more centralization and information and decision- making than is common in American policing As well as more analytical capacity Technological improvements in police data systems contributed to the development of IL policing Fusion Centers: Intelligence Led Policing Fusion Centers part 1 (Video) 23 Predictive Policing The primary aim of predictive policing is anticipation Uses data to do the following: React more quickly to incidents and patterns Predict events in the hope of preventing or acting preemptively This makes stopping crime more than just a dream On the flip side, however, there are philosophical and legal concerns that follow predictive policing efforts What concerns might arise? 24 What Works in Policing Evidence regarding the effectiveness of the 4 strategies reviewed in this chapter is fairly limited Duo to the fact that techniques are multifaceted & effects are hard to identify Evidence pertaining to the effectiveness of community policing is weak
On the contrary, hot-spot policing does reduce crime Evidence pertaining to the effectiveness of problem-oriented policing suggests that it does reduce crime, disorder, and improve safety in public places Important to give attention to weaknesses of these strategies 25 Summary The nature of policing has changed in important ways since the reform period and especially since the 1980s Incorporation of community-policing, problem-oriented policing, and predictive policing are but a few examples Crime control, community relations, and professionalism have been given great attention Much recent change is attributable to a move toward research, data and thus evidenced-based practice 26 6 Chapter FourPolice StrategiesKey Terms
Broad function Personal service Broken windows Police-community relations Citizen input Crime analysis Community policing (COP) Positive interaction Differential police response (DPR) Predictive policing Evidence-based policing Prevention emphasis Flexible operations Problem-oriented policing (POP) Geographic focus Problem solving Intelligence-led policing (ILP) Partnerships Chapter Outline I. Evolving Strategies of Policing II. Landmark Studies of Police Effectiveness III. Patrol Studies IV. Response Time Studies V. Criminal Investigation Studies VI. Strategic Development VII. Improving Crime-Control Effectiveness VIII. Improving Police-Community Relations IX. Improving Professionalism X. Developing Evidence-Based Practices XI. Strategic Alternatives XII. Community Policing XIII. Problem-Oriented Policing XIV. Intelligence-Led Policing XV. Predictive Policing XVI. What Works in Policing XVII. Summary XVIII. Critical Thinking Questions XIX. References
Lecture Outline 1. Evolving Strategies of Policing a. Reform model of policing faced some concern Social upheaval and isolation of police from communities Failing to increase public trust and crime control b. Led to implementation of community policing c. Broadened emphasis on research Move to problem-oriented rather than incident-driven response problem-oriented approach required data Data and technology also have moved department toward predictive policing efforts as well XXI. Landmark Studies of Police Effectiveness a. Patrol Studies Kansas City Preventive Patrol Experiment 1. determined effect of random patrol on crime and feelings of security among residents a. control beats, proactive beats, reactive beats 2. patrol levels did not affect crime, citizens’ attitudes toward police, citizens’ feelings of security, rates of reported crime, traffic incidents, or arrests. b. Response Time Studies Assumption was faster response would satisfy citizens and increase the likelihood of apprehending suspects 1. effectiveness of response time is limited a. time between crime and discovery b. citizens delay call to police 2. citizens satisfaction related to “knowing when” the police will arrive Police realized they could respond differentially to calls based on level of importance through these studies c. Criminal Investigation Studies The Rand study 1. only 20% of serious crimes are ever solved
2. when serious crimes ar solved, information most often comes from victims not through detective work 3. in 75% of cases solved, suspect’s identity is known or easily determined at time crime is reported 4. most detective time is devoted to reviewing reports, documenting files, and attempting to locate and interview victims 5. police collect a lot of physical evidence but most is never used or contributes to crime solving XXII. Strategic Development a. Improving Crime-Control Effectiveness Crime analysis Directed patrol Differential response programs 1. immediate response by sworn officer 2. delayed response by sworn officer 3. response by a non-sworn police employee 4. no direct police response a. overall, differential police response (DPR) has been shown to reduce costs and improve effectiveness, and no reduced citizen satisfaction or increased crime Case screening 5. screening out of cases with low probability of being solved 6. detectives can concentrate on promising, solvable cases a. focus on solvability factors 7. focus on offenders rather than offenses Goldstein’s conceptualization of problem-oriented policing a. crime and disorder are clustered b. underlying conditions give rise to crime and disorder c. fixing underlying conditions has impact on crime and disorder d. enforcing criminal law is one of many tools but not always most effective b. Improving Police-Community Relations Relationship with minority groups is one of the most persistent and compelling problems confronting the police
Long history of discriminating against members of minority groups Police-community relations emphasized the importance of communication and mutual understanding Adoption of foot patrol 1. patrol cars did not help develop intimate understanding of or cordial relationship with community 2. small, two-way radios helped this resurgence 3. Newark Study replicated Kansas City’s approach to understanding patrol a. adding nor removing foot patrol had effect on crime b. however, citizens were less fearful of crime and more satisfied with police i. study was replicated in Flint and similar results were found 4. broken-windows thesis a. foot patrol officers pay more attention to disorderly behavior and minor offenses than motor patrol police c. Improving Professionalism Standards for policing hiring 1. higher education Police training has improved 2. longer, better, more realistic 3. management training also widespread and sophisticated Technological and equipment improvements Implementation of standards, certification, and accreditation 4. state-mandated training 5. loss of certification for misbehavior 6. CALEA accreditation Legitimacy and innovation 7. legitimacy is basing policing on consent, cooperation, collaboration 8. innovation is committing to adopt best available practices and ongoing scientific testing of programs d. Developing Evidence-Based Practices Evidence-based policing is the idea that police should adopt practices with strongest evidence of effectiveness
If police departments do not follow this principle, they are: 1. not as effective as they could be 2. wasting resources on ineffective strategies and programs Requires not only commitment to using most effective practices, but a willingness to sponsor or conduct evaluation and research on a regular basis XXIII. Strategic Alternatives a. Community Policing Emphasis began in 1980s Community policing is the logical combination of more than 30 years of police effectiveness research, experimentation with police-community relations programs, crime prevention strategies, and team policing. It is an attempt to harness the advantages of foot patrol and generalize them throughout all police field services with an emphasis on broken-windows theory Office of Community Oriented Police Services (2009) 1. definition of Community-Oriented Policing Community-Oriented Policing means many things to many people Dimensions of community policing 2. the philosophical dimension 3. the strategic dimension 4. the tactical dimension Implementing community policing b. Problem-Oriented Policing Like community policing, also commenced in the 1980s Consists of four steps: 1. careful identification of the problem 2. careful analysis of the problem 3. a search for alternative solutions to the problem 4. implementation and assessment of a response to the problem a. these, taken together, are SARA model b. importantly, community can be incorporated into each of these steps Characterized by several important features
5. should be standard operating procedure for policing 6. should be practiced by personnel throughout the ranks 7. should be empirical 8. should involve, whenever possible, collaboration between police and other agencies and institutions 9. should incorporate, whenever possible, community input and participation Seeks solution tailored to specific community problems Principal aim is to identify and reduce all kinds of chronic crime and disorder problems c. Intelligence-led Policing Emphasizes the use of real-time crime analysis Also incorporates intelligence analysis in the deployment of both specialized units and regular patrol officers Tends to demand more centralization of information and decision-making than is common in American policing, as well as more analytical capacity Three factors account for the development and expansion of intelligence-led policing since the 1990s: 1. technological improvements in police data systems 2. the terrorist events of 9/11 3. the new managerialism philosophy that emphasizes top-down direction and control in organizations Predictive Policing 4. aim of predictive policing is anticipation 5. using data not only to react to incidents and patterns more quickly, but also to predict them in the hope of taking preventive or preemptive action 6. makes possibility of preventing crime more than just a dream 7. it does, however, raise philosophical and legal concerns XXIV. What Works in Policing a. Evidence pertaining to the effectiveness of the four strategies discussed in this chapter is limited Techniques are multifaceted so it is hard to separate out their effects b. Evidence pertaining to whether community policing reduces
crime is weak Hot spot policing, however, does reduce crime c. Evidence pertaining to problem-oriented policing suggests that it does reduce crime and disorder and improve safety in public places d. There are, however, weaknesses that follow three of the four strategies Chapter Summary Changes in policing developed from the research examining policing practices. The research into policing also caused an increase in financial support for higher education. The police officers were encouraged to continue their education. The police were also encouraged to broaden their use of research and the analytical process to solve problems. The police have a long history of discriminating against minority groups. The minority groups differ depending on the time period. Civil disturbances have resulted from the police misconduct. In the 1950s and 1960s, the police departments established community relations units to resolve problems in police- community relations. Initially, these units were one-sided with the police providing information to the public. Found to be lacking, this philosophy changed to two-way communication with the public being capable of providing information to the police. The 1970s saw an effort to train officers in community relations and crime prevention techniques. The 1980s saw an increase fear of crime by the public. The police became more proactive and more assertive. This was done to satisfy the public and help reduce fears of violence and drugs. However, charges of discriminatory practices surfaced once again. As part of community relations, the police would focus on crime prevention. The officers were responsible for educating the public on ways to protect themselves and their property.
Target hardening was one method that called for improvements in doors, windows, locks, and lighting. Crime prevention through environmental design (CPTED) also attempted to improve the community by providing information on construction and clean up of the neighborhoods. Team policing was tried by many departments in the 1970s. This strategy involved a reorganization of the patrol officers and gave them more responsibility for everything within their patrol areas. However, this program was not successful. Middle management within the police organization saw this as a threat to their power. Also, many of the officers operated with little guidance as to exactly what was expected of them. Foot patrol is often thought of when discussing community policing. Studies indicate that foot patrol may not necessarily reduce crime but it does make the citizens feel more safe and secure. The broken windows theory is often associated with foot patrol. Under broken windows, patrol officers focused greater attention on the minor offenses and disorderly conduct. The philosophy behind this was that stopping the minor behavior would send a message to the citizens that such behavior will not be tolerated. In the 1980s, community policing began to develop. It was seen as a combination of 30 years worth of research and crime- prevention strategies. Community policing is a philosophy, not a program. There are three dimensions of community policing. One is the philosophical dimension. This would include citizen input. This input may be achieved through town meetings, open forums, advisory boards, and surveys. As part of the philosophical dimension, the police are expected to take on a more broad police function. This would include resolving conflict, helping victims, solving problems, and apprehension and enforcement. This is expected to be done in a friendly, open, and personal manner. Another dimension of community policing is the strategic dimension. Under the strategic dimensions, the police are
expected to have greater interaction with the citizens. This would involve reoriented operations. Changes in the way that the departments respond to calls would be part of the reoriented operations. Community-policing also requires the police to have a better rapport with the citizens. This may be achieved through a geographic focus that called for permanency of assignment. The police would patrol the same areas and the public would have the opportunity to get to know the police. Community- policing also has a greater prevention emphasis. This strategy calls for the police to be more proactive and take on more of a social welfare orientation. The final dimension of community policing is the tactical dimension. Positive interaction is part of the tactical dimension. The police are expected to build rapport and partnerships with the citizens through the positive interactions. The police are also expected to be more involved in problem-solving. Instead of rushing to the call, handling the call, and then rushing to the next call, the police are expected to take the time to look for underlying problems and conditions. Alternatives to arrest make be considered in this problem-solving technique. It has been difficult to determine the effectiveness of community policing. Some of the reasons for this difficulty include the complexity of the program, multiple effects, variation in program scope, and research design limitations. There have been positive outcomes seen from this philosophy. There does appear to be a greater cooperation and communication between the police and the citizens. The citizens are attending meeting, serve as volunteers, and help determine the problems of the community. The police are involved with the citizens through assistance programs and provide education and communication with the citizens. Despite the positive outcomes, there is evidence that community policing may not be as successful as some may claim.
ORGANIZATION AND CHANGE CHAPTER SIX 1 Organizational Change Police organizations are not static entities Change occurs when organizations adopt new ideas or behaviors Success depends on how well the organization can alter the behavioral patterns of its personnel That is, it depends on resistance to change by an organization 2 Resistance to Change A variety of factors contribute to resistance to change Inertia: Doing things as they have always been done Misunderstandings Group norms Balance of power 3 Overcoming Resistance to Change Officer involvement and participation
Participatory management style Effective feedback Autonomy at the job Preparedness Gradual change Support to adopt 4 Overcoming resistance to change Overcoming Resistance to Change - Isn't It Obvious? (Video) Overcoming Resistance to Change - Isn't It Obvious? Video Transcript & CC 5 The Madison Experience One of the earliest transition efforts from traditional policing to a community-policing paradigm occurred in Madison, Wisconsin Started in the early 1980s before research and evaluation In response to internal issues, Officers’ Advisory Council formed 6 The Madison Experience (2) Following the formation of the OAC, a # of key developments
occurred: Committee on the future Quality leadership Experimental police district Citizen involvement 7 The Madison Experience (3) Following the formation of the OAC, a # of key developments occurred: Committee on the future Get closer to the people Make better use of technology Develop health and wellness in the workplace How about stress in policing? 8 Police Stress 9 The Madison Experience (4) Following the formation of the OAC, a # of key developments occurred:
Quality leadership Teamwork for planning and goal setting Data-based problem solving A customer orientation Employee input in decisions Policies to support productivity Encouragement for risk taking and tolerance for mistakes Manager as facilitator rather than commander 10 The Madison Experience (5) Following the formation of the OAC, a # of key developments occurred: Experimental Police District Prototype of new organization Decentralized One sixth of personnel and jurisdiction Sought to: Develop employee participation New management for COP and POP COP and POP P. 168 11 The Madison Experience (6) Following the formation of the OAC, a # of key developments occurred: Citizen Involvement
Community meetings Community leaders’ involvement Feedbacks about the satisfaction with police and perceptions about the community needs What might be a potential problem in this process? 12 Results from Madison A # of important lessons followed Madison’s efforts: It is possible to implement participatory management in a police department Decentralization contributed significantly to the creation of the new management style The managers thought it is best to change one part of the organization before proceeding w/department-wide implementation Recruiting highly educated officers makes difference 13 Organizational Change Tied to: Decentralization Participatory Management Higher Education Standards Redefinition of the Police Role Involvement in a representative body of citizens 14
The Chicago Experience Like Madison, Chicago attempted to change Chicago Alternative Police Strategy (CAPS) Six elements were involved in their move to community policing 5 of 25 districts were to be involved Officers were to have permanent beat assignments The department was to have a strong commitment to training The community was to play a significant role in the program Policing was to be linked to the delivery of city services There was to be an emphasis on crime analysis 15 WHAM in Chicago P. 171 16 Lessons Learned from Madison and Chicago Chicago used regular officers & supervisors in its prototype districts Madison used personnel who were “interested” in the program Higher level of education necessary Each departments change came from a different source Madison – internal change Chicago – external change 17
Police Job Redesign Traditional design of police jobs has been criticized Research results on job redesign have found that enrichment makes a difference in job satisfaction and service quality Importantly, a 2009 study identified importance of autonomy and feedback 18 18 Innovation The development and use of new ideas and methods Most important to successful innovation is effective and energetic leadership from the office of the chief Second is that the chief must be able to motivate departmental personnel Third, the integrity of innovation must be defended Fourth requirement for innovation is public support 19
Learning Organizations and R & D Continuous improvement cannot be achieved w/o continuous learning Learning organizations Able to process what it has learned and adapt accordingly Essential to create a Research & Development unit What are the benefits of such a unit? 20 Police-Researcher Partnerships Allow departments to get involved in a research project w/o all the necessary expertise or budgetary constraints Researchers, on the other hand, are able to have an impact on policy through their efforts Unfortunately, there are issues w/these two entities effectively communicating and collaborating 21 Summary Organizational change w/in police departments requires the development of a culture that embraces change Obstacles and barriers to change exist Madison and Chicago provide examples of success Also important is job redesign, Compstat, Research and Development, and police-researcher relationships 22
FIELD OPERATIONS CHAPTER EIGHT 1 The Patrol Function Commonly referred to as the “backbone of policing” Why? What are the goals of patrolling 2 The Patrol Function (2) Commonly referred to as the “backbone of policing” Goals of patrol Crime prevention and deterrence Apprehension of offenders Creation of a sense of security Provision of non–crime-related services Traffic control Identifying and solving community problems 3 The Patrol Function (3)
Patrol officers perform 3 primary functions: Law enforcement Order maintenance Social services What does each of these functions entail? Is there an overlap between these duties? 4 Historical Development Two critical developments of the 1930s helped change the nature of the patrol officer Greatly increased use of the patrol car What are the consequences of using patrol cars? The development of the Uniform Crime Report Both of these developments led to “professionalization” 5 Historical Development (cont.) Radio and telephone also had a profound impact on policing Proactive to reactive approaches, especially through 911 Change emphasis from problem oriented to incident oriented From solving problems to responding to problems 6 Patrol Methods Two methods have dominated patrol Automobile
Offers greatest coverage and most rapid response Most cost-effective Foot patrol Reduces citizens’ fear of crime More positive and non-adversarial interactions 7 Patrol Methods (cont.) A variety of other patrol methods now exist as well Bicycle / Motorcycle patrol Motor scooters and three-wheeled vehicles Horse patrol Planes and helicopters Boat patrol 8 Thinking moment What are the advantages or disadvantages of having one officer at a time in a patrol cruiser? Try to come-up at least with three ideas 9 Use of Patrol Resources
The issue of one versus two-officer cars was central in policing Study in San Diego in mid-1970s 1985 San Diego replication This study yielded results similar to the initial study One-man patrol: Produces more arrest Files more crime report Receives fewer complaints Costs less 10 Use of Patrol Resources (cont.) Determining “how” to concentrate patrol efforts and resources is achieved via a variety of avenues Resource/need determination Resource allocation Computerized crime mapping 11 Focused Interventions Following the Kansas City Preventive Experiment, directing patrol officers’ efforts became increasingly common through a number of methods Directed patrol
Hot spots Problem-oriented approach 12 Proactive Arrests and Crackdowns Proactive arrests Initiated by the police Focus on a narrow set of high-risk targets Crackdowns An intensive, short-term increase in officer presence and arrests for specific types of offenses 13 Focused Deterrence Initiatives A # of important gun and gang violence studies have occurred in recent years Kansas City Gun Experiment Pittsburgh Firearm Suppression Patrol (FSP) Richmond’s Project Exile Boston Gun Project Similar efforts in Minneapolis, Massachusetts, and Los Angeles Cincinnati Initiative to Reduce Violence (CIRV) 14
Zero Tolerance, Quality-of-Life, and Problem-Oriented Policing Zero-tolerance policing Aggressive targeting of minor infractions Quality-of-life policing Emphasizes reduction of physical and social disorder Problem-oriented policing A multi-pronged strategy to reduce problems in specific areas 15 Reactive Arrests and Intimate Partner Violence Reactive arrests are made in response to complaints, are random, and are typically for minor offenses Minneapolis Domestic Violence Experiment (1984) was 1st study on use of arrest in misdemeanor domestic violence cases Arrests versus mediation or separation 16 Police Pursuits Police pursuit policy is a current controversy Department policy pertaining to such pursuit varies Violent-felony-only policy Restrictive policy Judgmental policy 17
Police Pursuits (cont.) Alpert (1997) suggests the following for local departments: Create and maintain systems to collect information on pursuit driving. Review and update pursuit policies. Evaluate the need for pursuit-specific training. Support written policies with training and supervision. Require that officers justify their actions or have a supervisor evaluate the pursuit 18 The Investigative Function Detectives also serve an important role in police departments Goal is to investigate, increase # of arrests for crimes that are prosecutable and will result in conviction Investigation is usually specialized Crimes against person and crimes against property 19 The Investigative Function (cont.) The basic responsibilities of detectives are: to determine whether a crime has been committed to identify the perpetrator to apprehend the perpetrator to provide evidence to support a conviction in court
20 A day in a patrol officer`s life A Day in the Life of a St. Louis Park, MN, Patrol Officer (Video) 21 Summary The primary activities of police field operations include patrol Patrol is the “backbone of policing” Patrol efforts are now concerned w/regaining the neighborhood contextual knowledge that was lost during the professionalism movement in the 1960s and 70s While patrol strategies are effective in reducing crime, research also suggests they may produce negative community relations More sensitive strategies should be implemented Especially those that receive community acceptance 22 Chapter 5 Handouts Chapter FivePOLICE MANAGEMENTKey Terms Broken-windows theory Organization commitment Centralization Organizational design Chain of command Organizing Classical principles Paramilitary model
Compstat Public Information Officer (PIO) Contingency theory Planning Controlling Police legitimacy Decentralization Police paramilitary units (PPU) Disorder index Procedural justice Generalists Specialization Goals Systems theory Leading Total quality management (TQM) Management Zero-tolerance policing National Incident-Based Reporting System (NIBRS)Chapter Outline I. The Managerial Process II. The Development of Police Management a. Classical Police Management b. Behavioral Police Management c. Contemporary Police Management III. Organizational Design a. Criticisms of the Paramilitary Design b. Increasing Influence of Police Paramilitary Units c. Broken-windows and Zero-Tolerance Policing d. Compstat Process e. Police Legitimacy and Procedural Justice IV. Police Goals and Organizational Performance a. Supervisory Styles, Officer Behavior, and Use of Time b. Measuring Police Performance c. Changing Performance Measures V. Managing Group Behavior a. Police Subcultures b. Employee Organizations c. Police Unions VI. Media Relations VII. Summary VIII. Critical Thinking Questions IX. References
Lecture Outline I. The Managerial Process a. Management i. Directing individuals to achieve organizational goals in an efficient and effective manner b. Supervision i. Focuses primarily on leading and controlling c. Organizing i. The process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives d. Leading i. Motivating others to perform various tasks that will contribute to the accomplishment of goals and objectives e. Planning i. The process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them f. Controlling i. The process by which managers determine how the quality and the quantity of departmental systems and services can be improved, if goals and objectives are being accomplished 1. efficiency 2. effectiveness g. Chain of command i. The higher the position, the greater the power, authority, and influence 1. top managers 1. conduct overall goal formulation and make policy decisions regarding allocation of resources 2. middle managers 1. formulate objectives and plans for implementing decisions from above and coordinate activities from below 3. lower managers 1. implement decisions made at higher levels and coordinate and direct the work of employees at the lowest level of the
organization 4. rank-and-file 1. carry out specific tasks II. The Development of Police Management a. Classical police management i. Bureaucracy 1. characteristics that organizations need to operate on a rational basis ii. Classical principles of organization 1. specialization 1. division of work 2. authority and responsibility 1. right to command and require obedience 3. discipline 1. necessary for effectiveness 4. unity of command 1. employees are to receive orders from only one supervisor 5. scalar chain 1. hierarchy of authority 6. centralization 1. the extent to which decision making is retained by top organizational levels 7. paramilitary model 1. emphasizes a legalistic approach and authoritarian managerial practices intended to control officers’ behavior b. Behavioral police management i. Classical approach attacked by police management theorists in the early 1970s ii. Need for a more flexible and democratic organizational model iii. Research indicated that police work was not directly related to law enforcement, but rather to maintaining order and providing social service iv. The findings from the behavioral science research led to the development of systems theory and contingency theory and the
movement toward private sector influences 1. developed an understanding of the importance of community relationships to the police c. Contemporary police management i. Systems theory 1. systems theory means that all parts of a system are interrelated and dependent on one another 2. open system 1. interacts with and adapts to its environment 3. closed system 1. does not interact and adapt to its environment ii. Contingency theory 1. based on open systems theory and recognizes that there are many internal and external factors that influence organizational behavior 2. contingency management 1. it all depends on the particular situation iii. Private sector influences 1. total quality management (TQM) 1. quality-control techniques and the process of continuous improvement 2. Madison Police Department III. Organizational Design a. Organizational design i. Concerned with the formal patterns of arrangements and relationships developed by police management to link people together in order to accomplish organizational goals b. Tall structure i. Characterized by many hierarchical levels and narrow spans of control ii. Attempt to coordinate their activities through centralization c. Flat structure i. Characterized by few hierarchical levels and wide spans of control ii. Decentralization
1. authority and decision-making are delegated to lower organizational levels d. Criticisms of the paramilitary design i. As departments moved toward community policing, the paramilitary design was being questioned 1. strict rules cannot be applied to policing because of the nature of the work 2. orders are rarely required 3. a great amount of initiative and discretion are required 4. managerial philosophy is characterized by an attitude of distrust, control, and punishment e. Increasing influence of police paramilitary units i. Generic term for traditional SWAT ii. Becoming a normal part of routine patrol work f. Broken Windows, Crime, and Zero-tolerance Policing i. Broken windows 1. based on a hypothesis that when low levels of disorder and deviance are not held in check, then more serious types of crimes are likely to follow ii. Zero-tolerance policing 1. target minor crimes to send a signal that such behavior will not be tolerated in the community g. Compstat Process i. Compstat 1. Acronym for compare statistics 2. Utilizes current crime data to analyze crime patterns and to respond quickly with appropriate resources and crime strategies h. Police Legitimacy and Procedural Justice i. Police legitimacy 1. defined as the public’s confidence in the police as fair and equitable ii. Procedural justice 1. being treated fairly by the police when acting under authority of the criminal law 2. helps to foster legitimacy 3. Gau and Brunson (2010)
1. establish internal guidelines 2. reward professional behavior 3. only promote those who behave professionally 4. disciplinary actions for unprofessional behavior i. Police goals and organization performance i. General statements of long-term purpose ii. Three major influences affect the development of police goals 1. community 1. consists of the legal framework in which police function and the community’s input into departmental priorities 2. organizational 1. those powerful members who seek certain goals primarily for the efficiency and perpetuation of the department but also to satisfy its members 3. individual 1. generally benefit members j. Supervisory Styles, Officer Behavior, and Use of Time i. Traditional, innovative, supportive, active k. Organizational commitment i. The strength of an individual’s identification with and involvement in a particular organization, characterized by a belief in an organization’s goals and values, a willingness to exert effort on the organization’s behalf, and a desire to remain with the organization l. Measuring police performance i. external and internal goals should be assessed 1. need to know the extent to which the police department is satisfying the community it serves 2. need to know whether its goals are compatible with those of its employees ii. A number of measures can be used to evaluate 1. crime and disorder measures 2. community measures 3. individual and team measures iii. NIBRS—National Incident Based Reporting System
1. Improve quantity, quality, and accuracy of statistics 1. distinguishes against attempted and completed crimes 2. provides additional information on victim-offender relationship 3. includes the location of crimes m. Changing performance measures i. Disorder index ii. Police production and police costs iii. Effective use of financial resources iv. Effective use of force and authority IV. Managing Group Behavior a. Police subcultures i. Socialization 1. recruits learn the values and behavioral patterns of experienced officers ii. Manager’s culture iii. Street cop’s culture iv. Ends-means dilemma v. Public world of policing 1. presented to the public as the essence of police work vi. Private world of policing 1. characterized as politically conservative, closed, or secretive, with a high degree of cynicism and an emphasis on loyalty, solidarity, and respect for authority b. Employee organizations i. Fraternal organizations c. Police unions i. Issues negotiated between police unions and management 1. salaries and benefits 2. conditions of work 3. grievance procedures V. Media Relations a. Public Information Officer b. Police handling of crisis events and cases of police
misconduct VI. Chapter Summary VII. VIII. Chapter Five focuses on police management. Managers’ functions may vary by their level within the organization. For instance, top management may spend a lot of their time on organizing and planning, whereas lower level management may be more involved in supervision. IX. The police organization will have a chain of command. The higher positions in the chain of command have more power, authority, and influence. Those at the top of the hierarchy formulate goals and policy. Those lower in the chain formulate the objectives and plans for those goals and policies. Those members at the bottom of the hierarchy carry out the specific tasks. X. Police management has evolved through three major developmental perspectives. The first was the classical police management. Under the classical principles of organization, specialization, authority and responsibility, unity of command, discipline, and centralization were reflected in this approach. The classical police management perspective resembled a bureaucracy, a term coined by Max Weber at the end of the 19th century. XI. The paramilitary model was part of the classical perspective. It emphasized a legalistic approach and authoritarian managerial practices intended to control officers’ behavior. XII. By the early 1970s, the classical perspective was falling out of favor with management theorists. The behavioral police management perspective was there to replace the classical perspective. There was a considerable amount of behavioral research conducted in the 1960s regarding police and what they actually do on the job. Policing was viewed as more complex than originally thought. Effective policing required qualified personnel who could handle a broad range of situations and problems. It was thought that a more collegial model of policing
was necessary. Although it was seen as necessary, it was not well received by all police. XIII. This movement toward sophistication led to the contemporary police management perspective. This would include systems theory and contingency theory. This perspective recognized the importance of community relationships to the police. XIV. Under systems theory, policing should operate as an open system. An open system interacts with its environment. This would allow the police agency to be responsive to the needs of the community. Contingency theory is based on open- systems theory and suggests that management depends on the particular situations. This would include taking into consideration the internal and external factors that influence organizational behavior. XV. Roberg applied contingency theory to policing in the late 1970s. He concluded that it was necessary for policing to be less bureaucratic and less centralized to be effective. XVI. Total quality management (TQM) may also be used in policing. TQM places an emphasis on customer service and continuous improvement. Agencies making the transition to community policing may find TQM useful. XVII. Organizational designs are concerned with the patterns of arrangements and relationships developed by management to link people together in order to accomplish goals. Under a tall structure, there are many hierarchical levels with a narrow span of control. This allows for close supervision of employees. A flat structure has few hierarchical levels with a wide span of control. This allows for greater employee autonomy. The flat structures utilize decentralization in decision-making. This structure is seen as more conducive to community policing. However, even when making the transition to community policing, many agencies hold onto the tall structure design. The organizational chart illustrates the functions and relationships among the different groups in the police agency.
XVIII. Police paramilitary units (PPUs), traditionally known as SWAT, are finding increased involvement in the daily patrol functions of policing. This is a move away from the traditional emergency response function. However, the appearance of the PPUs lends itself to more of a military style rather than community service style approach. XIX. Perhaps in line with the increased use of the PPUs, the police are increasing the use of other aggressive strategies. One such strategy is broken-windows. Under this strategy, the police aggressively enforce low-level crimes in order to prevent serious crimes from occurring. XX. In support of the broke-windows hypothesis, zero-tolerance policing targets minor crime in the hope of sending a message that this type of behavior will not be tolerated in the community. Early studies of broken-windows and zero-tolerance have discovered mixed results. It was discovered that, as police issued more citations, serious crime decreased. However, critics cite methodological and theoretical flaws in the strategies. XXI. Compstat was developed to utilize crime data to analyze crime trends. Developed in New York City, Compstat would help to determine the appropriate response to crime patterns. This may include partnerships and connections with the community or other agencies. XXII. Management is responsible for establishing the goals of the agency. The goals identify the role and expectation of the police. Three major influences affect the development of police goals. Community influences consist of the legal framework in which the police function and the community’s input into policing. Organizational influences are usually top-level managers who seek certain goals for the efficiency of the department. Individual influences generally benefit members of the department. XXIII. In measuring police performance, one could include crime and disorder measures. This would include the criminal statistics such as the NIBRS. Community measures may include surveys regarding community problems as they relate to crime.
Individual and team measures would include evaluations conducted by department supervisors. XXIV. In the managing of group behavior, one must be concerned with the ends-means dilemma. Administration must be concerned with both the ends or results and the means or the way in which the ends are achieved. The patrol officer may only be concerned with the ends, making an arrest. This could result in an adversarial relationship between the administration and the rank-and-file. XXV. In relating to the expectations of the communities, there are both the public and private worlds of policing. The public world of policing is presented to the public as the essence of police work. The private world of policing is closed or secretive side of policing with an emphasis on loyalty and respect for authority. XXVI. Police officers may belong to fraternal organizations and also police unions. Union have been successful in policing for a number of reasons. Lagging salaries and poor management are a few of the reasons. A new legal climate and the law-and-order mood among a new generation of officers are other reasons for the success of police unions. XXVII. There may be issues negotiated between the police union and management. These issues may involve salary and benefits, conditions of work, and grievance procedures. XXVIII. The police management must be concerned with the way that they interact with the media. They must find ways to communicate in open and honest ways with the media in order to project their desired departmental image to the public. It is important to establish a good working relationship with the media. Many departments now utilize at least one full-time Public Information Officer (PIO). The PIO handles the media in terms of disseminating information and managing the agency’s public image. This may include times of crisis or police misconduct.
5 Chapter Six ORGANIZATIONAL CHANGE Key Terms Advisory committees Innovation Balance of power Internal change Beat meetings Job redesign Chicago Alternative Policing Strategy (CAPS)Learning organization Change strategies MBWA Experimental Police District (EPD) Organizational change External change Quality leadership Group norms Research and development (R&D) Inertia WHAM Chapter Outline I. Organizational Change a. Resistance to Change b. Overcoming Resistance to Change II. The Madison Experience a. Laying the Foundation b. Key Elements to Change c. Results From Madison III. The Chicago Experience a. Laying the Foundation b. Key Elements to Change c. Results from Chicago
d. Lessons Learned From Madison and Chicago IV. Police Job Redesign V. Changing Performance Evaluation Criteria VI. Innovation a. Compstat as a Change Process b. Learning Organizations and R&D c. Police-Researcher Partnerships VII. Summary VIII. Critical Thinking Questions IX. References Lecture Outline I. Organizational Change a. Occurs when an organization adopts new ideas or behaviors b. Resistance to change i. Inertia 1. doing things as they have always been done ii. Misunderstandings 1. officers do not clearly understand the purpose, techniques, or consequences of a planned change 2. not clearly articulating what new roles will be created and the effect of those new roles on all involved iii. Group norms 1. expected behavior from group members iv. Balance of power 1. changes that threaten autonomy, authority, power, or status of a group will be resisted c. Overcoming resistance to change i. Lessons learned from experiences with community policing 1. the need for pre-implementation training of personnel 2. the importance of taking a long view of the change process 3. the need for support for elected officials and other city agencies 4. the importance of listening to and involving the community
II. The Madison Experience a. Laying the foundation i. Officers’ Advisory Council (OAC) 1. provide advice to the chief 2. reflected the problem-solving and research orientation of the department’s quality-improvement efforts b. Key elements to change i. Committee on the future ii. Quality leadership iii. Experimental Police District (EPD) iv. Citizen involvement c. Results from Madison i. Lessons learned in Madison for overcoming obstacles to change 1. Implement participatory management in a police department 2. Decentralization 3. Change one part of the organization before proceeding with department-wide implementation 4. Recruit highly educated officers likely to be supportive of change ii. Successful implementation of community policing can be directly tied to the amount of change made toward 1. decentralized management 2. participatory management 3. higher educational standards 4. redefinition of the police role 5. involvement of a representative body of citizens III. The Chicago Experience a. Laying the foundation i. CAPS 1. Chicago Alternative Policing Strategy b. Key elements to change i. The entire department and the city were to be involved ii. Officers were to have permanent beat assignments iii. The department was to have a strong commitment to training
iv. The community was to play a significant role in the program v. Policing was to be linked to the delivery of city services vi. There was to be an emphasis on crime analysis c. Results from Chicago i. Improved public opinion of the police ii. Favorable ratings of the police iii. High attendance rate at beat meetings d. Lessons learned from Madison and Chicago i. Madison spent more time developing a true participatory leadership style ii. Chicago used regular officers and supervisors whereas Madison used those that were interested iii. In Madison, employee participation in the change process was a strong point iv. In Chicago, the development of partnerships with the community through beat teams was the strong suit v. Mix the internal practices from Madison with the external practices from Chicago e. A final lesson: Surviving leadership change i. Backsliding ii. Chicago seems to have returned to traditional policing roots while leaving the shell of the program intact IV. Police Job Redesign a. Research results with respect to a high level of community- policing implementation and job redesign are threefold i. Officers who value internal needs for personal growth and have a service orientation are more likely to benefit from a community-policing-enriched job design ii. More traditionally oriented officers who value extrinsic rewards likely will not benefit from job redesign iii. In some departments with organization-wide community policing, all officers appeared to benefit from a job redesign 1. Job characteristics of autonomy and feedback were significant in predicting job satisfaction b. Changing officer performance measures
i. Little progress made toward changing criteria ii. Three criteria from LEMAS survey were used as measures of community policing development 1. whether a department had a formal written community policing plan 2. if officers were encouraged to engage in problem-solving 3. if officers had received at least eight hours of community policing training V. Changing Officer Performance Measures a. It is necessary and important for police departments to change traditional evaluation criteria when they begin to adopt community policing strategies i. Unfortunately, little progress has been made in this area b. A national survey of 410 agencies assessed the extent to which organizations were employing community policing using 3 key criteria: i. Whether a department had a formal written community policing plan ii. Whether officers were encouraged to engage in problem solving iii. Whether officers had received at least 8 hours of community policing training 1. overall, findings suggested that very little movement has been made toward evaluating and rewarding community policing practices VI. Innovation a. Refers to the development and use of new ideas and methods i. Most important to successful innovation is effective and energetic leadership from the office of the chief ii. The chief must be able to motivate iii. The integrity of innovation must be defended iv. Public support b. Compstat as a change process i. Approximately one-third of large agencies had implemented a
Compstat-like program ii. Some believe Compstat will eventually be the dominant approach to policing in the United States c. Learning Organizations i. Processes what it has learned and adapts accordingly ii. Research and development unit d. Police-researcher partnerships i. Organize police work around problem solving e. Utilize middle managers i. Facilitate critical thinking Chapter Summary Organizational change occurs when an organization adopts new ideas or behaviors. However, probably the most common characteristic of change is people’s resistance to it. Police departments, in particular, may be used to doing things the way that they have always been done. This inertia is an example of resistance to change. Misunderstandings, group norms, and balance of power are other examples of resistance to change. Research has shown some ways to overcome the resistance to change. This is especially directed toward community policing efforts. Some of the lessons learned included the need for pre- implementation training of personnel, the importance of taking a long view of the change process, the need for support from elected officials and other city agencies, and the importance of listening to and involving the community. Madison (Wisconsin) Police Department was perhaps the first to make the transition to community policing. The chief decided that something needed to be done with the department. The chief then decided to involve the employees more organizational decisions. The Officers’ Advisory Council was formed with the task of providing advice to the chief. Some of the lessons learned from the Madison experience included that it was possible to implement participatory
management in a police department and this is likely to produce more satisfied workers. Decentralization contributed to the creation of the new management style. This was done one part at a time. Rather than doing a department-wide implementation, it was decided to change one part of the organization before moving on. Over the next two decades, Madison continued to hire highly educated officers who would be more supportive to the change. Decentralized organization, participatory management, higher educational standards, redefinition of the police role, and involvement in a representative body of citizens may be directly linked to the successful implementation of community policing. Chicago also made a change to community policing. Under the Chicago experience the entire department and the city were to be involved. The officers were to have permanent beat assignments. The department was to have a strong commitment to training and the community was to play a significant role in the program. Policing was to be linked to the delivery of city services. Lastly, there was to be emphasis on crime analysis. The Chicago effort turned around the public’s opinion of the police. The public had a more positive opinion of the police after the experience. Attendance rates at the beat meetings were the highest in the high-crime areas. The people discussed the problems that concerned them. This included social disorder, drugs, gangs, and property crimes among others. The change to community policing may cause a redesign in the job of policing. The community policing officers would spend more time on service and problem-solving tasks than do beat officers. If the transition was well-planned, it appeared that the community policing officers were had higher levels of job satisfaction and better attitudes. However, if the transition was poorly planned, the officers did get achieve the higher levels of satisfaction. Officers who value internal needs for personal growth and have a service orientation are more likely to benefit from a community-policing-enriched job design. The traditionally
oriented officers who value extrinsic rewards likely will not benefit from a job redesign. Innovation refers to the development and use of new ideas and methods. For successful innovation, there must be effective and energetic leadership from the office of the chief. The chief must be able to motivate departmental personnel. Also, the integrity of innovation must be defended and there must be public support. If the public is permitted some input, they tend to be supportive. As developed in New York, the Compstat process allows top- level police managers to share information about crime. It allows for increased levels of managerial control, discretion, and accountability. It also has the potential to significantly impact organizational change. Research concerning department with and departments without Compstat-like programs produced interesting findings. It would appear that there may be a movement away from community policing by those agencies adopting Compstat-like programs. In making the police department into a learning organization, police work should be organized around problem solving. Middle managers could be used to facilitate critical thinking. Research and development would be included as part of the police department. This could include police-researcher partnerships. This will allow the department to become involved in the research project and learn something about itself. SELECTION AND DEVELOPMENT CHAPTER SEVEN 1 To start with What should be the selection criteria for police officers?
2 Recruitment The recruitment of qualified candidates is first step in selection The importance of ratio of the number of applicants to the number of who qualifies Of course, a variety of recruitment methods exist Newspaper ads Career fairs The Internet 3 Recruitment (cont.) Programs to recruit young people also exist College internships Explorer programs School resource officers 4 Recruitment Targeting Females and Minorities The recruitment of minorities and females is essential Only about 18 percent of agencies used a targeted recruitment strategy Annual recruiting budget & the number of applications are correlated
5 Targeting the Service Oriented An innovative recruitment strategy is being tried in a range of departments that focuses on service-oriented individuals Known as Hiring in the Spirit of Service (HSS) Involved new marketing strategies Also involved developing valid pre-employment testing procedures, job task analyses, and performance measures relating to community policing and service-oriented practices 6 Selection Aims to determine which candidates are best suited Various selection criteria and tests are used Validity Reliability What’s the difference? 7 Selection (2) Validity is important because invalid criteria may have disparate impact on protected groups Title VII of the 1964 Civil Rights Act. Title VII prohibits
discrimination in the workplace. Equal Employment Opportunity Act of 1972 expended it Selection criteria and exams must be related to the quality of the job 8 Selection (3) Bona Fide Occupational Qualifications: Employment qualifications that employers are allowed to consider while making decisions about hiring and retention of employees. The qualification should relate to an essential job duty and is considered necessary for operation of the particular business. 9 Pre-employment Standards A number of standards must be met prior to employment Standards vary across departments, however Age Height and weight Vision Physical agility and strength Residency Education 10
General Suitability Departments usually conduct extensive investigation of an applicant’s past experience , behavior, and work history to assess suitability Background investigation Polygraph examination Psychological condition – California Personality Inventory Medical condition 11 Pre-employment Testing A variety of pre-employment tests are used by departments Written exam Research suggests that minorities tend to score lower on entry exam Function of educational level Personal interview Usually occurs at the end of the selection process Attributes not measured elsewhere are measured What attributes? Not proven to be a particularly robust predictor of performance 12 12 Americans With Disabilities Act The purpose of ADA is to eliminate barriers to equal employment opportunity
Also requires that applicants be given a conditional offer of employment prior to taking an exam or a test that may be disability related Departments will need to change some of their current procedures 13 Recruit Training Peace Officer Standards and Training (POST) is the state standards organization that determines training program content Some states require training prior to employment consideration Program orientation concerns stressful vs. non-stressful training Philosophy and instructional methods = training and education What is the difference between training and education? 14 Recruit Training (cont.) An important aspect of program development concerns what type of instructional methods to use Pedagogy Andragogy What differentiates these two methods? Cognitive and problem-based learning What differentiates these two learning approaches? 15
Curriculum Development and Content Program curricula should include two primary criteria: Mission statement Ethical considerations A host of instructional topics are included in programs Firearm skills, self-defense skills, health, and fitness Patrol, investigation, and community vehicle operations First aid and CPR, report writing, and use of non-lethal weapons 16 Curriculum Development and Content (cont.) Community policing training has increased considerably What types of community policing trainings exist? P 212 Study shows fewer than ½ of academies provide training in the areas of problem-solving or analyzing Problem is that this is most critical aspect of community policing Terrorism-related training has also risen in recent years 90% of academics provided such training in 2006; 80% in 2002 17 Curriculum Updates Outside of community policing and terrorism-related policing, other curriculum updates have occurred Ethics and integrity De-escalation of force Communication Conducted Energy Devices
Juveniles Mentally ill 18 FTO Program Following the academy, recruits go through a final phase of training, field training, to prepare for realities of police work New officers being broken in by experienced old-timers Exposure to values, and department culture; “real world” of policing Recently, the PTO program has been adopted, emphasizing: Problem-based learning What does this learning approach entail? 19 Career Growth Officers shouldn’t remain stagnant after training; development is essential Development can be achieved in various ways In-service training Specialized training Promotion and assessment centers Lateral entry 20 Summary
The move by police departments to more community policing oriented practices requires attention to personnel quality Importance of recruitment and pre-employment standards Dictated by department’s view of what an effective officer is Attention to training and education are also essential Important of andragogy as opposed to pedagogy Shift from FTO to PTO programs Officers must be ready for changes, new assignments, promotions 21 5 Chapter Eight FIELD OPERATIONS Key Terms Bias crime Hot spots Computer-aided dispatch Law enforcement Computerized crime mapping Order maintenance Crackdowns Proactive arrests Crime suppression Preliminary investigation Directed patrol Primary aggressor laws Dual arrest Proactive Enticement Quality-of-life policing
Entrapment Reactive Event analysis Social services Follow-up investigations Specialist General deterrence Specific deterrence Generalist Target oriented Chapter Outline I. The Patrol Function a. Historical Development b. Patrol Methods c. Use of Patrol Resources II. Focused Interventions a. Proactive Arrests and Crackdowns b. Guns and Gang Violence c. Focused Deterrence Initiatives d. Policing Disorder: Zero Tolerance and Quality-of-Life Policing e. Problem Oriented Policing Focused on Disorder III. Reactive Arrests and Intimate Partner Violence IV. Police Pursuits V. The Investigative Function a. Historical Development VI. Selected Research on Investigative Operations a. Advances in Physical Evidence: AFIS and DNA b. Career Criminal Programs c. Bias Crime Programs d. Detective-Patrol Relationships e. Enticement and Entrapment VII. Summary VIII. Critical Thinking Questions IX. References Lecture Outline
I. The Patrol Function a. Goals of patrol i. Crime prevention and deterrence ii. Apprehension of offenders iii. Creation of a sense of community security and satisfaction iv. Provision of non-crime-related services v. Traffic control vi. Identifying and solving community problems with respect to crime and disorder b. Patrol officers perform three functions i. Law enforcement 1. make arrests, issue citations, conduct investigations ii. Order maintenance 1. loud parties, underage drinking, neighborhood disputes iii. Social services 1. take reports, provide information, assist the public c. Historical development i. Two developments in the 1930s changed the nature of patrol 1. greatly increased use of patrol car 2. development of Uniform Crime Report ii. Crime suppression 1. traditionally regarded as the most important patrol function 2. more area could be covered and response time shortened 3. create the impression of a police “omnipresence” 4. further isolated the officer from the community iii. Development of radio and telephone 1. changed patrol from proactive to reactive iv. Patrol is once again attempting to regain knowledge and awareness of the neighborhood 1. changed emphasis from incident oriented to problem oriented 2. changed emphasis from responding to problems to solving problems that relate to or cause crime v. Terrorism and patrol 1. target oriented a. assess likely targets in their districts 2. event analysis
a. police should be aware of important celebrations, ideologies, and anniversaries of known activists, terrorists d. Patrol methods i. Two most dominate methods are by foot and by automobile 1. foot patrol a. resurgence of foot patrol b. may effect a slight reduction in crime c. primarily reduces citizens’ fears of crime and changes the nature of police-citizen interactions ii. Use of motorcycles, motor scooters, three-wheeled vehicles, planes, bicycles, helicopters, horses, boats e. Use of patrol resources i. Patrol staffing 1. one-officer versus two-officer units a. One-officer units produced more arrests. Fewer citizen complaints, less expensive ii. Resource determination 1. comparative approach a. involves comparing one or more cities, using a ratio of police officers per 10,000 population unit iii. Resource allocation 1. two important variables for determining allocation a. location and time i. dividing the community into beats ii. shifts 2. the greater the number of problems or calls for service, the smaller the size of the beat and the more concentrated the resources iv. Computerized crime mapping 1. assists officers about where to concentrate their patrol activities 2. computer-aided dispatch (CAD) 3. ICAM a. Information Collection for Automated Mapping b. developed to help beat officers focus on problem solving
II. Focused Interventions a. Directed patrol i. More proactive, uses uncommitted time for a specified activity, and is based on crime and problem analysis ii. Identify hot spots and hot times for crime and allocate personnel accordingly b. Proactive arrests and crackdowns i. Proactive arrests are initiated by the police and focus on a narrow set of high-risk targets ii. Crackdowns are intensive, short-term increases in officer presence and arrests for specific types of offenses or for all offenses in specific areas iii. Residual deterrence 1. some crime reduction continues even after the crackdown has ended iv. deterrence decay 1. a lessening of the crime deterrent effect 2. crackdowns might be more effective if they are limited in duration and rotated across crime targets or target areas c. Guns and gang violence i. Kansas City Gun Experiment (1995) 1. specific deterrence was where the goal was to focus on the seizure of illegal weapons from targeted offenders 2. general deterrence was where the goal was to maximize motor vehicle stops as a sign of increased police presence 3. specific deterrence strategies appear to be more effective than general deterrence strategies ii. Pittsburgh’s Firearm Suppression Patrol (FSP) iii. Boston Gun Project (1996) 1. cease-fire strategy a. an attempt to deter the particular problem of gang-related violence iv. Cincinnati Initiative to Reduce Violence (CIRV) 1. conflict between street groups is responsible for a large portion of urban violence
2. early assessments show a decline in gang-related violence d. Focused Deterrence Initiatives i. Also known as “pulling-levers policing” 1. based on the premise that conflict between street groups over issues of respect is responsible for a large portion of urban violence and that reaching out to these groups and their members with a specific deterrent message and offers of assistance to escape a violent lifestyle can reduce violence 2. individuals identified through this process are brought together with law enforcement, social service agencies, and community members at what are referred to as offender notification meetings, “call in” sessions or forums where a specific deterrent message is conveyed ii. Most well-known initiative is Boston Gun Project 1. also known as the ceasefire strategy a. emphasized a team approach and involving local and federal police and other justice system agencies. b. also included community and private sector strategies i. educational and employment opportunities e. Policing disorder: Zero-tolerance and quality-of-life policing i. Based on broken windows theory ii. Quality-of-life policing f. Problem-oriented policing focused on disorder i. SMART—Specialized Multi-Agency Response Team III. Reactive Arrests and Domestic Violence a. Minneapolis Domestic Violence Experiment (1984) i. Implemented mandatory-arrest policies b. Dual arrest i. Police arrest both parties in intimate violence cases c. Police pursuits i. Departments need policies regarding police pursuits 1. violent felony only pursuit policy 2. restrictive policy 3. judgmental policy ii. Foot pursuits
IV. The Investigative Function a. Historical development i. In the mid-1850s to early 1900s, the detective was more like a “secretive rogue” ii. Due process revolution b. Terrorism and investigation i. Needs to be proactive ii. Investigation remains highly individualized and disjointed from the rest of the department c. Intelligence-led policing i. Involves intelligence analysis of data collected through improved data collection and sharing systems ii. Requires organizational changes V. Selected Research on Investigative Operations a. Advances in physical evidence: AFIS and DNA i. Two relatively recent developments in physical evidence are likely to have a significant impact on investigative effectiveness 1. automated fingerprint identification system (AFIS) a. allows for fingerprints recovered at a crime scene to be compared with thousands of other prints on file in department’s computer system 2. DNA testing a. allows for the comparison of human cell materials found at a crime scene to find a match between two samples i. usually blood, semen, and hair b. Career criminal programs i. Some research suggests that between 7 to 10 percent of individuals are responsible for committing 50 to 60 percent of crimes ii. Repeat Offender Project (ROP) c. Bias crime programs i. One study found that bias crime clearances were higher in departments where police responses to these crimes emphasized specialized investigations and arrest
d. Detective-patrol relationships i. Different status between investigators and patrol officers e. Enticement and entrapment i. When the police provide both the opportunity and the intent to commit a crime ii. Sting operations Chapter Summary Chapter Eight focuses on police field operations. This involves the patrol function of the police. The goals of patrol include crime prevention and deterrence, apprehension of offenders, creating a sense of community security and satisfaction, and traffic control. Two critical developments occurred in the 1930s that changed the nature of the patrol officer. One was the increased use of the patrol car. The other was the development of the Uniform Crime Reports. The police have gone from a proactive approach to reactive approach. The police respond when called. The two most dominate methods of patrol are by automobile and by foot. Controversy exists concerning the use of one-person or two-person patrol cars. Studies indicate that one-person cars make more arrests, filed more formal crime reports, received fewer citizen complaints, and were less expensive. The 1970s and 1980s saw a resurgence of foot patrol. The officers had been removed from contact with the citizens because of the patrol car. For foot patrol to be successful, it must be implemented in areas in which officers can interact with citizens. The size of the foot patrol beat should be small enough that it may be covered once or twice per shift. One method used to determine the appropriate number of police personnel for a city is the comparative approach. This approach involves comparing one or more cities, using a ratio of police officers per 10,000 population unit. This method is the most frequently used. In allocating resources, location and time are the most
important variables. Once these variables are known, then the department would know how best to deploy personnel. Computerized mapping assists some departments in helping officers focus on problem solving. Police time may be better spent focusing on directed patrol and hot spots. Directed patrol is more proactive, using uncommitted time for a specified activity, and is based on crime and problem analysis. The police may use their time more effectively by focusing on hot spots, places where most crimes occur, and hot times, the times when the crimes may occur. The police will have to rely on research to establish the spots and times. The police may be more proactive and initiate more contact with citizens. Crackdowns would be a way for the police to be more proactive. Crackdowns may be more effective if they are limited in duration and rotated across crime targets and target areas. The evidence appears to support the notion of an initial deterrent effect on some offenses, as well as support for the notion of residual deterrence. This occurs when crime reduction continues even after the crackdown has ended. Another area of proactive enforcement by the police was with guns and gangs. Several studies have been conducted with the police cracking down on illegal weapons and violent behavior by gangs. Quality-of-life policing is based on the broken-windows theory. The police will not tolerate even minor crimes. This should improve the quality-of-life in the neighborhoods and indirectly lead to a lower rate of serious crime. The police response to domestic violence has lead to mandatory-arrest policies being implemented. Analysis of police pursuits have also called for agencies to adopt policies regarding when to pursue and when to back away. Police departments are encouraged to develop proper policy and guidelines regarding police pursuits, either on foot or in a vehicle. Some departments have a violent felony only pursuit policy. Others utilize a restrictive policy or a judgmental policy. A few agencies discourage all vehicle pursuits.
In addition to the patrol function, the police have an investigative function. The patrol officers may conduct the initial investigation but it is the detective, or investigator, that handles the follow-up investigation. The detective is to determine if a crime has been committed, to identify the perpetrator, apprehend the perpetrator, and to provide evidence to support a conviction in court. Investigations must change to some extent with respect to the threat of terrorism. Police investigation may need to become more proactive. Also, investigation units need to integrate themselves with the rest of the department and redirect their functional focus. A recent management innovation related to investigations is intelligence-led policing. This involves intelligence analysis of data collected through improved systems. Detectives should abandon crime control through apprehension as a principle goal of investigations. They should focus on justice. Detectives should look for clear crime patterns and utilize problem solving strategies to prevent crime. While being proactive, the police must be concerned with enticement and entrapment. If the police provide both the opportunity and the intent to commit a crime, they police may be guilty of entrapment and the charges against the suspect may be dismissed. 7 Chapter Seven SELECTION AND DEVELOPMENT Key Terms
Andragogy Peace Officer Standards and BFOQ Training (POST) Career growth Pedagogy Cognitive learning Police training officer (PTO) Deescalation of force Problem based learning training Disparate impact methods Education Procedural justice Field training officer (FTO) Screening in Four-fifths rule Screening out In-service training Specialized training Job task analysis Training Lateral entry Chapter Outline I. Recruitment a. Recruitment Methods b. Targeting Females and Minorities c. Targeting the Service Oriented II. Selection a. Pre-employment Standards b. General Suitability c. Pre-employment Testing d. Recruit Screening Methods e. Americans with Disabilities Act III. Development a. Recruit Training b. Program Orientation c. Philosophy and Instructional Methods d. Curriculum Development and Content e. Curriculum Updates f. Effectiveness of Recruit Training g. Field Training h. Career Growth IV. Summary
V. Critical Thinking Questions VI. Notes VII. References VIII. Suggested Website for Further Study Lecture Outline I. Recruitment a. The initial step in the selection process b. Recruiting methods i. Newspaper ads ii. Career fairs iii. Internet c. Targeting females and minorities i. Strategies needed to increase the number of female and minority applicants ii. Jordan et al. (2009) a. 18 percent of agencies used a targeted recruitment strategy b. a positive relationship found between the annual recruiting budget and the number of applications from women and minorities and the number hired c. special entry conditions d. starting pay e. higher education d. Targeting the service oriented i. Hiring in the Spirit of Service (HSS) II. Selection a. Validity i. The degree to which a measure actually assessed the attribute it is designed to measure b. Reliability i. Measures ability to yield consist results over time c. Title VII i. Prohibits discrimination in the workplace ii. Griggs v. Duke Power Company (1971)
a. held that an employer’s requirement of a high school diploma and two standardized written tests for a position disqualified a higher percentage of blacks and could not be shown to be related to job performance b. disparate impact c. four-fifths rule a. selection method can be considered to have legally disparate impact when the selection rate of a group is less than 80 percent of the most successful group iii. Albemarle Paper Company v. Moody (1975) a. selection and promotion tests or standards must be shown to be related to job performance iv. Davis v. City of Dallas (1985) a. upheld the department’s requirement of 45 college credits v. Bona fide occupational qualifications (BFOQ) a. permissible under Title VII d. Job task analysis i. Identifies behaviors necessary for adequate job performance e. Preemployment standards i. Age ii. Height and weight a. Vanguard Justice Society v. Hughes (1979) a. Found this as evidence of gender discrimination iii. Vision a. relaxed over the years iv. Physical agility and strength v. Residency vi. Education f. General suitability i. Background investigation a. candidate’s criminal history and history of drug use a. Davis v. City of Dallas (1985) i. Upheld the department’s requirement that applicants cannot have recent or excessive histories of marijuana use b. Shield Club v. City of Cleveland (1986) i. Upheld drug-testing requirement and the rejection of
applicants who tested positive for narcotics, amphetamines, or hallucinogenics ii. Polygraph examination a. some jurisdictions have made such testing illegal iii. Psychological condition a. has become more common over the past decade iv. Psychological testing to screen in candidates v. Medical condition a. virtually all departments have certain medical requirements g. Preemployment testing i. Written exam ii. Validity of written exams iii. Written exams and performance iv. Too smart for policing v. Personal interview vi. Americans With Disabilities Act a. prohibits discrimination against qualified individuals with a disability b. blanket exclusions of individuals with a particular disability are not permissible h. Recruit Screening Methods i. A variety of methods are employed a. criminal records checks b. background investigations c. driving record checks d. personal interviews e. medical exams and drug testing f. physical agility tests g. written aptitude tests h. polygraph examination ii. Selection of candidates is time-consuming and expensive i. Americans with Disabilities Act i. Purpose is to eliminate barriers to equal employment opportunity and to provide equal access to individuals with disabilities to the programs, services, and activities delivered by government entities
III. Development a. Recruit training i. Peace Officer Standards and Training (POST) ii. Program orientation a. stressful training a. like military boot camp or basic training b. nonstressful training a. more of an academic environment iii. Philosophy and instructional methods a. training a. the process of instructing the individual how to do the job b. education a. the process of providing a general body of knowledge on which decisions can be based as to why something is being done c. pedagogy a. the art and science of teaching children d. andragogy a. the art and science of helping adults learn b. recruits would benefit from such an approach with respect to topics that are relevant to community policing e. cognitive learning a. focuses on the process that establishes valid thinking patterns iv. Problem-based learning (PBL) a. incorporates adult learning principles in attempting to help students develop problem-solving, critical thinking, and self- directed skills b. occurs in a collaborative environment where communication skills are stressed v. Curriculum development and content a. mission statement and ethical considerations b. job task analysis c. median number of hours of recruit training was 761 hours vi. Diverse nature of subject matter a. firearm skills b. self-defense skills
c. health and fitness d. patrol investigations e. emergency vehicle operations f. first aid/CPR b. Program Orientation i. Whether training should be stressful or non-stressful a. basic training versus academic environment ii. Training environments tend to vary by type of academy a. county police b. state police c. sherriff’s office d. municipal police c. Philosophy and Instructional Methods i. Philosophy revolves around two primary approaches a. training a. the process of instructing the individual how to do the job by providing relevant information about the job i. deals with specific factors and procedures b. education a. the process of providing a general body of knowledge on which decisions can be based as to why something is being done while performing the job i. broader in scope and is concerned with theories, concepts, issues, and alternatives b. andragogy and pedagogy i. pedagogy is the art and science of teaching children ii. andragogy it’s the art and science of helping adults learn c. cognitive and problem-based learning i. training that goes beyond learning a specific skill or task and instead focuses on the process that establishes valid thinking patterns ii. problem-based learning incorporates adult learning principles in attempting to help students develop problem-solving, critical thinking, and self-directed skills with respect to subject matter d. Curriculum Development and Content e. Curriculum updates
i. Ethics and integrity ii. Deescalation of force a. non-aggressive behavior that reduces violence b. anger management and conflict resolution iii. Communication iv. Conducted Energy Devices (CEDs) a. commonly referred to as Tasers b. used as a means to deescalate force v. Juveniles a. nearly all departments include training on juveniles b. focuses on how interacting with teens may need to differ from interacting with adults a. Importance of perceived treatment c. Connecticut and training on youth a. Effective Police Intervention with Youth vi. Mentally ill a. an increasingly important issue that few departments have training for b. study suggested that methods ranked highest by police as effective training methods for dealing with this population was videos and use of small group discussions a. Role playing was rated significantly lower vii. Effectiveness of recruit training a. organizational culture f. Effectiveness of Recruit Training g. Field training i. FTO program ii. PTO program a. utilizes problem based learning h. Career growth i. Individual development as well as for a specific position with the department ii. In-service training a. primary purpose is the regular updating of all members of the department in a wide variety of subjects b. generally last 1–2 weeks and offer relatively limited coverage
06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx
06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx
06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx
06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx

Recommended

Evaluation tales: practical to organisational insights
Evaluation tales: practical to organisational insights Evaluation tales: practical to organisational insights
Evaluation tales: practical to organisational insights CSSaunders
 
Walker, Chapter 14
Walker, Chapter 14Walker, Chapter 14
Walker, Chapter 14William Harmening
 
COUR CJUS 750Coding Assignment InstructionsReturn to the .docx
COUR CJUS 750Coding Assignment InstructionsReturn to the .docxCOUR CJUS 750Coding Assignment InstructionsReturn to the .docx
COUR CJUS 750Coding Assignment InstructionsReturn to the .docxmercylittle80626
 
The final deliverable for the Course Project is a narrated prese.docx
The final deliverable for the Course Project is a narrated prese.docxThe final deliverable for the Course Project is a narrated prese.docx
The final deliverable for the Course Project is a narrated prese.docxtodd771
 
Describe the four dimensions of community policing doc 19.docx
Describe the four dimensions of community policing doc 19.docxDescribe the four dimensions of community policing doc 19.docx
Describe the four dimensions of community policing doc 19.docxintel-writers.com
 
Describe the four dimensions of community policing doc 19 doc 4.docx
Describe the four dimensions of community policing doc 19 doc 4.docxDescribe the four dimensions of community policing doc 19 doc 4.docx
Describe the four dimensions of community policing doc 19 doc 4.docxintel-writers.com
 
Approaches to inequalities whose business is it? conference
Approaches to inequalities whose business is it? conferenceApproaches to inequalities whose business is it? conference
Approaches to inequalities whose business is it? conferenceTim Curtis
 
Chapter 6
Chapter 6Chapter 6
Chapter 6glickauf
 

Recommended

Evaluation tales: practical to organisational insights
Evaluation tales: practical to organisational insights Evaluation tales: practical to organisational insights
Evaluation tales: practical to organisational insights CSSaunders
 
Walker, Chapter 14
Walker, Chapter 14Walker, Chapter 14
Walker, Chapter 14William Harmening
 
COUR CJUS 750Coding Assignment InstructionsReturn to the .docx
COUR CJUS 750Coding Assignment InstructionsReturn to the .docxCOUR CJUS 750Coding Assignment InstructionsReturn to the .docx
COUR CJUS 750Coding Assignment InstructionsReturn to the .docxmercylittle80626
 
The final deliverable for the Course Project is a narrated prese.docx
The final deliverable for the Course Project is a narrated prese.docxThe final deliverable for the Course Project is a narrated prese.docx
The final deliverable for the Course Project is a narrated prese.docxtodd771
 
Describe the four dimensions of community policing doc 19.docx
Describe the four dimensions of community policing doc 19.docxDescribe the four dimensions of community policing doc 19.docx
Describe the four dimensions of community policing doc 19.docxintel-writers.com
 
Describe the four dimensions of community policing doc 19 doc 4.docx
Describe the four dimensions of community policing doc 19 doc 4.docxDescribe the four dimensions of community policing doc 19 doc 4.docx
Describe the four dimensions of community policing doc 19 doc 4.docxintel-writers.com
 
Approaches to inequalities whose business is it? conference
Approaches to inequalities whose business is it? conferenceApproaches to inequalities whose business is it? conference
Approaches to inequalities whose business is it? conferenceTim Curtis
 
Chapter 6
Chapter 6Chapter 6
Chapter 6glickauf
 
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docxQuadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docxmakdul
 
Key Risk Indicators - Changing the Reference Points
Key Risk Indicators - Changing the Reference PointsKey Risk Indicators - Changing the Reference Points
Key Risk Indicators - Changing the Reference PointsTony Moroney
 
CJE3065 Police and Society - Module 2 Selection and Developmen
CJE3065 Police and Society - Module 2 Selection and DevelopmenCJE3065 Police and Society - Module 2 Selection and Developmen
CJE3065 Police and Society - Module 2 Selection and DevelopmenVinaOconner450
 
Using CATs and REAs to inform decision-making
Using CATs and REAs to inform decision-makingUsing CATs and REAs to inform decision-making
Using CATs and REAs to inform decision-makingCenter for Evidence-Based Management
 
Policy Diagnostic Framework
Policy Diagnostic FrameworkPolicy Diagnostic Framework
Policy Diagnostic FrameworkNarasimha Reddy Donthi
 
City council candidate questionnaire Paul Lim - D4
City council candidate questionnaire Paul Lim - D4City council candidate questionnaire Paul Lim - D4
City council candidate questionnaire Paul Lim - D4Make Oakland Better Now!
 
Walker, Chapter 11
Walker, Chapter 11Walker, Chapter 11
Walker, Chapter 11William Harmening
 
Communication audit
Communication auditCommunication audit
Communication auditDr. Shalini Pandey
 
Operational report - UK Police Morale
Operational report - UK Police MoraleOperational report - UK Police Morale
Operational report - UK Police MoraleElena Collins
 
PUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docxPUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docxwoodruffeloisa
 
Organizational Diagnosis
Organizational DiagnosisOrganizational Diagnosis
Organizational Diagnosisjim
 
2 - Module 1 - Overview.pptx
2 - Module 1 - Overview.pptx2 - Module 1 - Overview.pptx
2 - Module 1 - Overview.pptxJaneMaribojo
 
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdfModule 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdfJaironnNavarro
 
Compliance Training
Compliance TrainingCompliance Training
Compliance TrainingJeremiah Lloyd
 
EMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
EMES Conference July 2019 Critical Realism and Soft Systems in Social InnovationEMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
EMES Conference July 2019 Critical Realism and Soft Systems in Social InnovationTim Curtis
 
NTI2010 Increasing Quality And Safety
NTI2010 Increasing Quality And SafetyNTI2010 Increasing Quality And Safety
NTI2010 Increasing Quality And SafetyTodd_Grivetti
 
Re engineeringprob ct1105
Re engineeringprob ct1105Re engineeringprob ct1105
Re engineeringprob ct1105sevans-idaho
 
Internal controls myths and best practices
Internal controls myths and best practicesInternal controls myths and best practices
Internal controls myths and best practicesPamela Mantone
 
SEPB Conference 2018 evidence based discoveries that change the way you police
SEPB Conference 2018 evidence based discoveries that change the way you policeSEPB Conference 2018 evidence based discoveries that change the way you police
SEPB Conference 2018 evidence based discoveries that change the way you policeTim Curtis
 
Reflections from a realist evaluation in progress: Scaling ladders and stitch...
Reflections from a realist evaluation in progress: Scaling ladders and stitch...Reflections from a realist evaluation in progress: Scaling ladders and stitch...
Reflections from a realist evaluation in progress: Scaling ladders and stitch...Debbie_at_IDS
 
Write a five page paper that analysis the HispanicLatino politics i.docx
Write a five page paper that analysis the HispanicLatino politics i.docxWrite a five page paper that analysis the HispanicLatino politics i.docx
Write a five page paper that analysis the HispanicLatino politics i.docxsmithhedwards48727
 
Write a five (5) paragraph (or longer) essay response . Write your e.docx
Write a five (5) paragraph (or longer) essay response . Write your e.docxWrite a five (5) paragraph (or longer) essay response . Write your e.docx
Write a five (5) paragraph (or longer) essay response . Write your e.docxsmithhedwards48727
 

More Related Content

Similar to 06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx

Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docxQuadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docxmakdul
 
Key Risk Indicators - Changing the Reference Points
Key Risk Indicators - Changing the Reference PointsKey Risk Indicators - Changing the Reference Points
Key Risk Indicators - Changing the Reference PointsTony Moroney
 
CJE3065 Police and Society - Module 2 Selection and Developmen
CJE3065 Police and Society - Module 2 Selection and DevelopmenCJE3065 Police and Society - Module 2 Selection and Developmen
CJE3065 Police and Society - Module 2 Selection and DevelopmenVinaOconner450
 
City council candidate questionnaire Paul Lim - D4
City council candidate questionnaire Paul Lim - D4City council candidate questionnaire Paul Lim - D4
City council candidate questionnaire Paul Lim - D4Make Oakland Better Now!
 
Operational report - UK Police Morale
Operational report - UK Police MoraleOperational report - UK Police Morale
Operational report - UK Police MoraleElena Collins
 
PUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docxPUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docxwoodruffeloisa
 
Organizational Diagnosis
Organizational DiagnosisOrganizational Diagnosis
Organizational Diagnosisjim
 
2 - Module 1 - Overview.pptx
2 - Module 1 - Overview.pptx2 - Module 1 - Overview.pptx
2 - Module 1 - Overview.pptxJaneMaribojo
 
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdfModule 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdfJaironnNavarro
 
EMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
EMES Conference July 2019 Critical Realism and Soft Systems in Social InnovationEMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
EMES Conference July 2019 Critical Realism and Soft Systems in Social InnovationTim Curtis
 
NTI2010 Increasing Quality And Safety
NTI2010 Increasing Quality And SafetyNTI2010 Increasing Quality And Safety
NTI2010 Increasing Quality And SafetyTodd_Grivetti
 
Re engineeringprob ct1105
Re engineeringprob ct1105Re engineeringprob ct1105
Re engineeringprob ct1105sevans-idaho
 
Internal controls myths and best practices
Internal controls myths and best practicesInternal controls myths and best practices
Internal controls myths and best practicesPamela Mantone
 
SEPB Conference 2018 evidence based discoveries that change the way you police
SEPB Conference 2018 evidence based discoveries that change the way you policeSEPB Conference 2018 evidence based discoveries that change the way you police
SEPB Conference 2018 evidence based discoveries that change the way you policeTim Curtis
 
Reflections from a realist evaluation in progress: Scaling ladders and stitch...
Reflections from a realist evaluation in progress: Scaling ladders and stitch...Reflections from a realist evaluation in progress: Scaling ladders and stitch...
Reflections from a realist evaluation in progress: Scaling ladders and stitch...Debbie_at_IDS
 

Similar to 06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx (20)

Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docxQuadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
Quadratic Formula Suneil RandhawaGBA 5212Chevrolet Car.docx
 
Key Risk Indicators - Changing the Reference Points
Key Risk Indicators - Changing the Reference PointsKey Risk Indicators - Changing the Reference Points
Key Risk Indicators - Changing the Reference Points
 
CJE3065 Police and Society - Module 2 Selection and Developmen
CJE3065 Police and Society - Module 2 Selection and DevelopmenCJE3065 Police and Society - Module 2 Selection and Developmen
CJE3065 Police and Society - Module 2 Selection and Developmen
 
Using CATs and REAs to inform decision-making
Using CATs and REAs to inform decision-makingUsing CATs and REAs to inform decision-making
Using CATs and REAs to inform decision-making
 
Policy Diagnostic Framework
Policy Diagnostic FrameworkPolicy Diagnostic Framework
Policy Diagnostic Framework
 
City council candidate questionnaire Paul Lim - D4
City council candidate questionnaire Paul Lim - D4City council candidate questionnaire Paul Lim - D4
City council candidate questionnaire Paul Lim - D4
 
Walker, Chapter 11
Walker, Chapter 11Walker, Chapter 11
Walker, Chapter 11
 
Communication audit
Communication auditCommunication audit
Communication audit
 
Operational report - UK Police Morale
Operational report - UK Police MoraleOperational report - UK Police Morale
Operational report - UK Police Morale
 
PUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docxPUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docx
 
Organizational Diagnosis
Organizational DiagnosisOrganizational Diagnosis
Organizational Diagnosis
 
2 - Module 1 - Overview.pptx
2 - Module 1 - Overview.pptx2 - Module 1 - Overview.pptx
2 - Module 1 - Overview.pptx
 
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdfModule 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdf
 
Compliance Training
Compliance TrainingCompliance Training
Compliance Training
 
EMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
EMES Conference July 2019 Critical Realism and Soft Systems in Social InnovationEMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
EMES Conference July 2019 Critical Realism and Soft Systems in Social Innovation
 
NTI2010 Increasing Quality And Safety
NTI2010 Increasing Quality And SafetyNTI2010 Increasing Quality And Safety
NTI2010 Increasing Quality And Safety
 
Re engineeringprob ct1105
Re engineeringprob ct1105Re engineeringprob ct1105
Re engineeringprob ct1105
 
Internal controls myths and best practices
Internal controls myths and best practicesInternal controls myths and best practices
Internal controls myths and best practices
 
SEPB Conference 2018 evidence based discoveries that change the way you police
SEPB Conference 2018 evidence based discoveries that change the way you policeSEPB Conference 2018 evidence based discoveries that change the way you police
SEPB Conference 2018 evidence based discoveries that change the way you police
 
Reflections from a realist evaluation in progress: Scaling ladders and stitch...
Reflections from a realist evaluation in progress: Scaling ladders and stitch...Reflections from a realist evaluation in progress: Scaling ladders and stitch...
Reflections from a realist evaluation in progress: Scaling ladders and stitch...
 

More from smithhedwards48727

Write a five page paper that analysis the HispanicLatino politics i.docx
Write a five page paper that analysis the HispanicLatino politics i.docxWrite a five page paper that analysis the HispanicLatino politics i.docx
Write a five page paper that analysis the HispanicLatino politics i.docxsmithhedwards48727
 
Write a five (5) paragraph (or longer) essay response . Write your e.docx
Write a five (5) paragraph (or longer) essay response . Write your e.docxWrite a five (5) paragraph (or longer) essay response . Write your e.docx
Write a five (5) paragraph (or longer) essay response . Write your e.docxsmithhedwards48727
 
Write a few words about Email threats briefly and & An.docx
Write a few words about Email threats briefly and & An.docxWrite a few words about Email threats briefly and & An.docx
Write a few words about Email threats briefly and & An.docxsmithhedwards48727
 
Write a essay about Gender stereotype in adaptation of fairy t.docx
Write a essay about Gender stereotype in adaptation of fairy t.docxWrite a essay about Gender stereotype in adaptation of fairy t.docx
Write a essay about Gender stereotype in adaptation of fairy t.docxsmithhedwards48727
 
write a draft of your research paper. in your draft copy, develop th.docx
write a draft of your research paper. in your draft copy, develop th.docxwrite a draft of your research paper. in your draft copy, develop th.docx
write a draft of your research paper. in your draft copy, develop th.docxsmithhedwards48727
 
Write a draft of your Research Paper.In your draft c.docx
Write a draft of your Research Paper.In your draft c.docxWrite a draft of your Research Paper.In your draft c.docx
Write a draft of your Research Paper.In your draft c.docxsmithhedwards48727
 
Write a detailed, analytical paragraph on the short story, incorpora.docx
Write a detailed, analytical paragraph on the short story, incorpora.docxWrite a detailed, analytical paragraph on the short story, incorpora.docx
Write a detailed, analytical paragraph on the short story, incorpora.docxsmithhedwards48727
 
Write a dialogue involving at least 10 - 15 interchanges about the e.docx
Write a dialogue involving at least 10 - 15 interchanges about the e.docxWrite a dialogue involving at least 10 - 15 interchanges about the e.docx
Write a dialogue involving at least 10 - 15 interchanges about the e.docxsmithhedwards48727
 
Write a detailed report on one of the following topics1- Differ.docx
Write a detailed report on one of the following topics1- Differ.docxWrite a detailed report on one of the following topics1- Differ.docx
Write a detailed report on one of the following topics1- Differ.docxsmithhedwards48727
 
Write a detailed report about a residential burglary. You are the of.docx
Write a detailed report about a residential burglary. You are the of.docxWrite a detailed report about a residential burglary. You are the of.docx
Write a detailed report about a residential burglary. You are the of.docxsmithhedwards48727
 
Write a detailed report about a armed robbery to a convenience store.docx
Write a detailed report about a armed robbery to a convenience store.docxWrite a detailed report about a armed robbery to a convenience store.docx
Write a detailed report about a armed robbery to a convenience store.docxsmithhedwards48727
 
Write a detailed report on International Association of classifi.docx
Write a detailed report on International Association of classifi.docxWrite a detailed report on International Association of classifi.docx
Write a detailed report on International Association of classifi.docxsmithhedwards48727
 
Write a detailed report (15 pages excluding references and intro pag.docx
Write a detailed report (15 pages excluding references and intro pag.docxWrite a detailed report (15 pages excluding references and intro pag.docx
Write a detailed report (15 pages excluding references and intro pag.docxsmithhedwards48727
 
Write a detailed evaluation of CWU — why you decided to come here to.docx
Write a detailed evaluation of CWU — why you decided to come here to.docxWrite a detailed evaluation of CWU — why you decided to come here to.docx
Write a detailed evaluation of CWU — why you decided to come here to.docxsmithhedwards48727
 
Write a detail Psychiatric diagnosis and Treatment planregimen .docx
Write a detail Psychiatric diagnosis and Treatment planregimen .docxWrite a detail Psychiatric diagnosis and Treatment planregimen .docx
Write a detail Psychiatric diagnosis and Treatment planregimen .docxsmithhedwards48727
 
Write a description of a process of doing grocery shopping so that y.docx
Write a description of a process of doing grocery shopping so that y.docxWrite a description of a process of doing grocery shopping so that y.docx
Write a description of a process of doing grocery shopping so that y.docxsmithhedwards48727
 
Write a critical evaluation of your learning outcome. In your re.docx
Write a critical evaluation of your learning outcome. In your re.docxWrite a critical evaluation of your learning outcome. In your re.docx
Write a critical evaluation of your learning outcome. In your re.docxsmithhedwards48727
 
write a description of Federich Woehler, Martin Kamen, Cornelis Bern.docx
write a description of Federich Woehler, Martin Kamen, Cornelis Bern.docxwrite a description of Federich Woehler, Martin Kamen, Cornelis Bern.docx
write a description of Federich Woehler, Martin Kamen, Cornelis Bern.docxsmithhedwards48727
 
Write a cover letter explaining what makes you qualified to take c.docx
Write a cover letter explaining what makes you qualified to take c.docxWrite a cover letter explaining what makes you qualified to take c.docx
Write a cover letter explaining what makes you qualified to take c.docxsmithhedwards48727
 
Write a critical essay on one of the following topics related to.docx
Write a critical essay on one of the following topics related to.docxWrite a critical essay on one of the following topics related to.docx
Write a critical essay on one of the following topics related to.docxsmithhedwards48727
 

More from smithhedwards48727 (20)

Write a five page paper that analysis the HispanicLatino politics i.docx
Write a five page paper that analysis the HispanicLatino politics i.docxWrite a five page paper that analysis the HispanicLatino politics i.docx
Write a five page paper that analysis the HispanicLatino politics i.docx
 
Write a five (5) paragraph (or longer) essay response . Write your e.docx
Write a five (5) paragraph (or longer) essay response . Write your e.docxWrite a five (5) paragraph (or longer) essay response . Write your e.docx
Write a five (5) paragraph (or longer) essay response . Write your e.docx
 
Write a few words about Email threats briefly and & An.docx
Write a few words about Email threats briefly and & An.docxWrite a few words about Email threats briefly and & An.docx
Write a few words about Email threats briefly and & An.docx
 
Write a essay about Gender stereotype in adaptation of fairy t.docx
Write a essay about Gender stereotype in adaptation of fairy t.docxWrite a essay about Gender stereotype in adaptation of fairy t.docx
Write a essay about Gender stereotype in adaptation of fairy t.docx
 
write a draft of your research paper. in your draft copy, develop th.docx
write a draft of your research paper. in your draft copy, develop th.docxwrite a draft of your research paper. in your draft copy, develop th.docx
write a draft of your research paper. in your draft copy, develop th.docx
 
Write a draft of your Research Paper.In your draft c.docx
Write a draft of your Research Paper.In your draft c.docxWrite a draft of your Research Paper.In your draft c.docx
Write a draft of your Research Paper.In your draft c.docx
 
Write a detailed, analytical paragraph on the short story, incorpora.docx
Write a detailed, analytical paragraph on the short story, incorpora.docxWrite a detailed, analytical paragraph on the short story, incorpora.docx
Write a detailed, analytical paragraph on the short story, incorpora.docx
 
Write a dialogue involving at least 10 - 15 interchanges about the e.docx
Write a dialogue involving at least 10 - 15 interchanges about the e.docxWrite a dialogue involving at least 10 - 15 interchanges about the e.docx
Write a dialogue involving at least 10 - 15 interchanges about the e.docx
 
Write a detailed report on one of the following topics1- Differ.docx
Write a detailed report on one of the following topics1- Differ.docxWrite a detailed report on one of the following topics1- Differ.docx
Write a detailed report on one of the following topics1- Differ.docx
 
Write a detailed report about a residential burglary. You are the of.docx
Write a detailed report about a residential burglary. You are the of.docxWrite a detailed report about a residential burglary. You are the of.docx
Write a detailed report about a residential burglary. You are the of.docx
 
Write a detailed report about a armed robbery to a convenience store.docx
Write a detailed report about a armed robbery to a convenience store.docxWrite a detailed report about a armed robbery to a convenience store.docx
Write a detailed report about a armed robbery to a convenience store.docx
 
Write a detailed report on International Association of classifi.docx
Write a detailed report on International Association of classifi.docxWrite a detailed report on International Association of classifi.docx
Write a detailed report on International Association of classifi.docx
 
Write a detailed report (15 pages excluding references and intro pag.docx
Write a detailed report (15 pages excluding references and intro pag.docxWrite a detailed report (15 pages excluding references and intro pag.docx
Write a detailed report (15 pages excluding references and intro pag.docx
 
Write a detailed evaluation of CWU — why you decided to come here to.docx
Write a detailed evaluation of CWU — why you decided to come here to.docxWrite a detailed evaluation of CWU — why you decided to come here to.docx
Write a detailed evaluation of CWU — why you decided to come here to.docx
 
Write a detail Psychiatric diagnosis and Treatment planregimen .docx
Write a detail Psychiatric diagnosis and Treatment planregimen .docxWrite a detail Psychiatric diagnosis and Treatment planregimen .docx
Write a detail Psychiatric diagnosis and Treatment planregimen .docx
 
Write a description of a process of doing grocery shopping so that y.docx
Write a description of a process of doing grocery shopping so that y.docxWrite a description of a process of doing grocery shopping so that y.docx
Write a description of a process of doing grocery shopping so that y.docx
 
Write a critical evaluation of your learning outcome. In your re.docx
Write a critical evaluation of your learning outcome. In your re.docxWrite a critical evaluation of your learning outcome. In your re.docx
Write a critical evaluation of your learning outcome. In your re.docx
 
write a description of Federich Woehler, Martin Kamen, Cornelis Bern.docx
write a description of Federich Woehler, Martin Kamen, Cornelis Bern.docxwrite a description of Federich Woehler, Martin Kamen, Cornelis Bern.docx
write a description of Federich Woehler, Martin Kamen, Cornelis Bern.docx
 
Write a cover letter explaining what makes you qualified to take c.docx
Write a cover letter explaining what makes you qualified to take c.docxWrite a cover letter explaining what makes you qualified to take c.docx
Write a cover letter explaining what makes you qualified to take c.docx
 
Write a critical essay on one of the following topics related to.docx
Write a critical essay on one of the following topics related to.docxWrite a critical essay on one of the following topics related to.docx
Write a critical essay on one of the following topics related to.docx
 

Recently uploaded

Full Stack Web Development Course for Beginners
Full Stack Web Development Course for BeginnersFull Stack Web Development Course for Beginners
Full Stack Web Development Course for BeginnersSabitha Banu
 
Employee wellbeing at the workplace.pptx
Employee wellbeing at the workplace.pptxEmployee wellbeing at the workplace.pptx
Employee wellbeing at the workplace.pptxNirmalaLoungPoorunde1
 
EPANDING THE CONTENT OF AN OUTLINE using notes.pptx
EPANDING THE CONTENT OF AN OUTLINE using notes.pptxEPANDING THE CONTENT OF AN OUTLINE using notes.pptx
EPANDING THE CONTENT OF AN OUTLINE using notes.pptxRaymartEstabillo3
 
Introduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher EducationIntroduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher Educationpboyjonauth
 
भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,Virag Sontakke
 
DATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginnersDATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginnersSabitha Banu
 
Meghan Sutherland In Media Res Media Component
Meghan Sutherland In Media Res Media ComponentMeghan Sutherland In Media Res Media Component
Meghan Sutherland In Media Res Media ComponentInMediaRes1
 
Painted Grey Ware.pptx, PGW Culture of India
Painted Grey Ware.pptx, PGW Culture of IndiaPainted Grey Ware.pptx, PGW Culture of India
Painted Grey Ware.pptx, PGW Culture of IndiaVirag Sontakke
 
Solving Puzzles Benefits Everyone (English).pptx
Solving Puzzles Benefits Everyone (English).pptxSolving Puzzles Benefits Everyone (English).pptx
Solving Puzzles Benefits Everyone (English).pptxOH TEIK BIN
 
Crayon Activity Handout For the Crayon A
Crayon Activity Handout For the Crayon ACrayon Activity Handout For the Crayon A
Crayon Activity Handout For the Crayon AUnboundStockton
 
Framing an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdf
Framing an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdfFraming an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdf
Framing an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdfUjwalaBharambe
 
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdfEnzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdfSumit Tiwari
 
Types of Journalistic Writing Grade 8.pptx
Types of Journalistic Writing Grade 8.pptxTypes of Journalistic Writing Grade 8.pptx
Types of Journalistic Writing Grade 8.pptxEyham Joco
 
Earth Day Presentation wow hello nice great
Earth Day Presentation wow hello nice greatEarth Day Presentation wow hello nice great
Earth Day Presentation wow hello nice greatYousafMalik24
 
Interactive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communicationInteractive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communicationnomboosow
 
History Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptxHistory Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptxsocialsciencegdgrohi
 
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxPOINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxSayali Powar
 

Recently uploaded (20)

Full Stack Web Development Course for Beginners
Full Stack Web Development Course for BeginnersFull Stack Web Development Course for Beginners
Full Stack Web Development Course for Beginners
 
Employee wellbeing at the workplace.pptx
Employee wellbeing at the workplace.pptxEmployee wellbeing at the workplace.pptx
Employee wellbeing at the workplace.pptx
 
EPANDING THE CONTENT OF AN OUTLINE using notes.pptx
EPANDING THE CONTENT OF AN OUTLINE using notes.pptxEPANDING THE CONTENT OF AN OUTLINE using notes.pptx
EPANDING THE CONTENT OF AN OUTLINE using notes.pptx
 
Introduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher EducationIntroduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher Education
 
भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,
 
DATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginnersDATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginners
 
Meghan Sutherland In Media Res Media Component
Meghan Sutherland In Media Res Media ComponentMeghan Sutherland In Media Res Media Component
Meghan Sutherland In Media Res Media Component
 
Painted Grey Ware.pptx, PGW Culture of India
Painted Grey Ware.pptx, PGW Culture of IndiaPainted Grey Ware.pptx, PGW Culture of India
Painted Grey Ware.pptx, PGW Culture of India
 
Model Call Girl in Bikash Puri Delhi reach out to us at 🔝9953056974🔝
Model Call Girl in Bikash Puri Delhi reach out to us at 🔝9953056974🔝Model Call Girl in Bikash Puri Delhi reach out to us at 🔝9953056974🔝
Model Call Girl in Bikash Puri Delhi reach out to us at 🔝9953056974🔝
 
Solving Puzzles Benefits Everyone (English).pptx
Solving Puzzles Benefits Everyone (English).pptxSolving Puzzles Benefits Everyone (English).pptx
Solving Puzzles Benefits Everyone (English).pptx
 
9953330565 Low Rate Call Girls In Rohini Delhi NCR
9953330565 Low Rate Call Girls In Rohini Delhi NCR9953330565 Low Rate Call Girls In Rohini Delhi NCR
9953330565 Low Rate Call Girls In Rohini Delhi NCR
 
Crayon Activity Handout For the Crayon A
Crayon Activity Handout For the Crayon ACrayon Activity Handout For the Crayon A
Crayon Activity Handout For the Crayon A
 
Framing an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdf
Framing an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdfFraming an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdf
Framing an Appropriate Research Question 6b9b26d93da94caf993c038d9efcdedb.pdf
 
ESSENTIAL of (CS/IT/IS) class 06 (database)
ESSENTIAL of (CS/IT/IS) class 06 (database)ESSENTIAL of (CS/IT/IS) class 06 (database)
ESSENTIAL of (CS/IT/IS) class 06 (database)
 
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdfEnzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
Enzyme, Pharmaceutical Aids, Miscellaneous Last Part of Chapter no 5th.pdf
 
Types of Journalistic Writing Grade 8.pptx
Types of Journalistic Writing Grade 8.pptxTypes of Journalistic Writing Grade 8.pptx
Types of Journalistic Writing Grade 8.pptx
 
Earth Day Presentation wow hello nice great
Earth Day Presentation wow hello nice greatEarth Day Presentation wow hello nice great
Earth Day Presentation wow hello nice great
 
Interactive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communicationInteractive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communication
 
History Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptxHistory Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptx
 
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxPOINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
 

06980 Topic CJE 4110 Exam Essay 1Number of sources 1Writi.docx

  • 1. 06980 Topic: CJE 4110 Exam Essay 1 Number of sources: 1 Writing Style: APA Type of document: Essay Academic Level:Undergraduate Number of Pages: 2 (Double Spaced) Category: Criminology Order Instructions: ATTACHED Write an essay using the following keywords. Your essay should (a) accurately define/describe the terms, (b) coherently connect them, and (c) reflect your knowledge of the relevant course material. Key Words: • Kansas City Preventive Patrol Experiment, • Foot Patrol, • Community Oriented Policing, • Broken-Windows Theory, • Directed Patrol.
  • 2. Your essays should not be less than 500 words. Forum Discussion Question – ANSWER WITH AT LEAST 250 WORDS OR MORE FOLLOW INSTRUCTIONS IN THE QUESTION. THIS IS A ORGANZATIONAL MGMT 601 CLASS View Full DescriptionMindfulness is a method of helping the brain focus. Neuroscience is making strides into the business environment. Find an article or two on neuroscience or more specifically neuroleadership. How can mindfulness, along with neuroscience/neuroleadership help a leader focus his or her followers? Please you do not have to cite the articles or include the references. You should provide attribution. Attribution is where you give credit. For example, if the article you select is written by Smith, you may write as follows: Smith stated (talked, reviewed, etc) that... POLICE MANAGEMENT CHAPTER FIVE 1 To Start with… What is the difference between MANAGEMENT and SUPERVISION? Give specific examples to the roles of managers and supervisors 2
  • 3. Management & Supervision The management of police departments and supervision of police officers is central to organizational success 3 The Managerial Process There are 4 major functions of the managerial process Organizing: The process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives Leading: Motivating others to perform various tasks that will contribute to the accomplishment of goals and objectives Planning: The process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them Controlling: The process by which managers determine how the quality and the quantity of departmental systems and services can be improved, if goals and objectives are being accomplished efficiency effectiveness 4
  • 4. The Managerial Process (cont.) The ‘chain of command’ separates the hierarchical levels of activities that occur in larger and smaller departments The higher the position, the greater the power, authority, and influence Top managers Middle managers Lower managers Rank-and-file personnel See p. 135 5 The Development of Police Management Classical police management Behavioral Police Management Contemporary Police Management 6 Classical Police Management Max Weber’s concept of bureaucracy is a concept central to the classical approach to organization. Principles of bureaucracy include: Specialization Authority and responsibility Unity of command
  • 5. Scalar Chain Centralization 7 Classical Police Management (cont.) In attempt to create a more professional police force, increased attention was given to classical principles The paramilitary model was the outcome of these efforts Emphasized a legalistic approach Authoritarian managerial practices Attention focused on controlling officers’ behavior, increasing crime control, and lessening corrupt practice 8 Behavioral Police Management Attack on the classical approach in the early 1970s Majority of police work is not directly related to law enforcement Police role more broad and complex than originally thought What else does police work entail? Change in the organizational climate to be able to retain highly qualified officers Emphasis on worker participation and job satisfaction Flexible and democratic organizational model 9
  • 6. For a further discussion of job satisfaction… 10 Private Sector Influences Following WWII, a system focused on product quality was born Total quality management (TQM) Developed in Japan Quality control and continuous improvement The 1st department to adopt this system was Madison, WI The Madison Experience Changed to a quality-oriented organization Emphasized participation and teamwork See P. 139- Principles of Quality Leadership 11 Organizational Design Concerned with the formal patterns of arrangements and relationships to link people together in order to accomplish organizational goals A couple of organizational designs exist (P.140) Tall structure Centralization Flat structure Decentralization 12
  • 7. Organization 13 Organization Chart 14 Ward County Sheriff’s Office 15 SHERIFF CAPTAIN (1) (TRAINING & CIVIL PROCESS) LIEUTENANT(1) (CIVIL PROCESS) SERGEANT(1) (CIVIL PROCESS) LIEUTENANT(1) (PATROL)
  • 8. WARRANTS OFFICER (1) SERGEANT(2) (INVESTIGATIONS) JAIL COMMANDER(1) COURT OFFICER PT TIME COURT SECURITY CAPTAIN(1) (INVESTIGATIONS & PATROL) LIEUTENANT (1) (INVESTIGATIONS) SERGEANT(3) (PATROL) PATROL DEPUTY (14) SUPPORT STAFF (4) LIEUTENANT (1) SERGEANT (4)
  • 9. SR CORRECTION OFFICERS (4) CORRECTION OFFICER (21) Criticisms of Paramilitary Design Criticized since contemporary police management era Inappropriate assumptions about patrol work and democracy Strict rules cannot be applied to policing Orders are rarely required Importantly, little research has been conducted to support or refute these criticisms 16 Criticisms of Paramilitary Design (cont.) In a study of police compared with other city employees not exposed to paramilitary design, police had Greater problems with communication Greater amounts of distrust Lower levels of morale Lower levels of organizational performance Recent research has shown preference for “servant” style of leadership Emphasizes concern for the needs and welfare of organization members 17
  • 10. Ideal Leadership Skills in Policing Global perspective Creativity Change management and adaptivity Comfort in the midst of independence Strong oral and written communication Mastering technological trends An understanding of research Integrating strategy, culture and political influence 18 Broken Windows and Zero-Tolerance Policing Broken-windows theory based on a hypothesis that when low levels of disorder are not held in check, more series types of crime are likely to follow Thus, police should target minor problems Zero-tolerance policing Widely adopted version of broken-windows policing Aggressive approach to targeting minor crime What does research tell us about this approach’s effectiveness? 19 Compstat, Police Legitimacy, and Procedural Justice CompStat uses crime data to analyze crime patterns, trends Acronym for compare statistics Helps respond quickly, with appropriate resources and strategies See the video on NYPD CompStat Police legitimacy
  • 11. The public’s confidence in the police as fair and equitable When legitimacy is lost, a loss of respect and confidence follows Attention to procedural justice maintains legitimacy That is, treated citizens in an even-handed manner 20 Compstat, Police Legitimacy, and Procedural Justice (cont.) A variety of strategies can be employed by managers to increase courteous and respectful behavior: Establish internal guidelines Reward professional behavior Only promote officers who continually behave professionally Disciplinary actions to show wrongful behavior will not be tolerated 21 Measuring Police Performance It is particularly difficult to measure police performance Both internal and external goals must be assessed Crime and disorder measures Community measures Individual and team measures A number of measures of performance exist NIBRS, victim surveys, arrest rates 22
  • 12. Summary Organizing, leading, planning, and controlling are all parts of the managerial process The classical approach emphasized bureaucratic, paramilitary approach to organizational design Since the 1970s, behavioral theorists have attacked this approach Greater emphasis on worker participation, job satisfaction, more flexible designs, and recognition of the complex nature of the police role No matter the design, it is essential that realistic and measurable goals are established by police 23 POLICE STRATEGIES CHAPTER FOUR 1 Evolving Strategies of Policing Two issues led to questions being raised about reform model Social upheaval and isolation of police from communities Failing to increase public trust and crime control These issues led to adoption of community policing Also important was the increasing emphasis on research Use of data and technology for problem-oriented strategies
  • 13. 2 Landmark Studies of Police Effectiveness A # of influential studies have had a lasting impact on policing 1) Kansas City Preventive Patrol Experiment Control Beats Proactive Beats Reactive Beats Which one is better? 3 Kansas City Experiment What did change in: Crime rates Citizen attitudes Feeling of security Rates of report Traffic accidents Arrest rates 4 Landmark Studies of Police Effectiveness (2) Response time studies Effectiveness of response time is limited due to two primary factors
  • 14. ????? The difference between the time of crime and the time of call Either late recognition of crime or the shock and fear 5 Landmark Studies of Police Effectiveness (3) Criminal investigation studies The Rand study - 1975 Only 20% of serious crimes are solved They are usually solved through information derived from victims In 75% of solved cases, the identity of the offender was actually known at the time or right after the crime The majority of detective time is spend on bureaucratic issues Many forensic evidence do not contribute to solving the case Recent clearance rates: Percent of Offenses Cleared by Arrest or Exceptional Means 6 Strategic Development Given landmark studies and other research findings, a variety of strategic efforts were developed, focusing on: Improving crime-control effectiveness Improving police-community relations Improving professionalism Developing evidence-based practices 7
  • 15. Improving Crime-Control Effectiveness A variety of approaches to improving crime-control’s impact were adopted in response to the landmark studies Crime analysis Directed patrol Differential response programs Case screening Problem-oriented policing 8 Improving Police-Community Relations The most important aspects of community policing was its attention to improving police-minority relations Difficult due to long history of discrimination Emphasized importance of communication and mutual understanding Adoption of foot patrol to encourage more intimate understanding Newark replication of Kansas City experiment with focus on foot patrol What were the study’s conclusions? Broken-windows thesis 9 Broken windows theory
  • 16. Broken Window Theory Video Broken Window Theory Video Transcript & CC 10 Improving Professionalism In addition to crime-control and police-community relations, attention also was given to improving professionalism Standards for policing hiring increased Police training efforts also improved Technological and equipment advancements Implementation of standards, certification, and accreditation Attention to legitimacy and innovation 11 New professionalism in policing Accountability – internal/external National coherence Legitimacy – consent/cooperation/collaboration Innovation 12 Developing Evidence-based Practices Police practices have also been guided by evidence Idea that police should adopt practices w/most evidence of support If police do not follow this principle, then they are:
  • 17. Not as effective as they could be Wasting resources on ineffective strategies and programs Requires both commitment to most effective practices AND willingness to sponsor ongoing evaluations and research 13 Strategic Alternatives A variety of strategic alternatives to traditional approaches to policing were adopted during the 1980s and 1990s Community policing Problem-oriented policing Intelligence-led policing Predictive policing 14 Community Policing The emphasis on community policing began in the 1980s Logical combination of more than 30 years of police effectiveness Attempt to harness the advantages of foot patrol with an emphasis on broken windows Office of Community Oriented Policing (COPS) in 2009 There exist 3 major dimensions of community policing Philosophical dimension Strategic dimension Tactical dimension 15
  • 18. The Philosophical Dimension 3 of the most central philosophical beliefs relate to the following: Citizen input Open access to police organizations Input into police policies and decisions Broad police function Resolve conflict, help victims, prevent accidents, solve problems, reduce fear Personal service 16 16 The Strategic Dimension This dimension focuses on three important changes Less reliance on the patrol car and more emphasis on face-to- face interactions What does this achieve? Differential responses to calls for service What does this allow police to do? Reexamination of traditional criminal investigation Importance of solvability factors 17 The Tactical Dimension Two dimensions are most central to the tactical side of
  • 19. community policing efforts Positive interaction Partnerships With whom? Problem solving 18 Problem-Oriented Policing Similar to community-oriented policing, emphasis began in 1980s It exists of four steps, which together form the SARA (Scanning, analysis, response, assessment) model: Careful identification of the problem Careful analysis of the problem A search for alternative solutions to the problem Implementation and assessment of a response to the problem 19 Problem-Oriented Policing (cont.) Importantly, it is characterized by several important features Should be standard operating procedure for policing Should be practiced by personnel throughout the ranks Should be empirical Should involve collaboration across agencies whenever possible Should incorporate community input/participation whenever possible Ultimately, seeks tailored response to community problems 20
  • 20. 20 Two examples – San Diego A trolley station was the location of gang fights, violent crimes, and narcotic activity. A squad of officers collected information to show the local transit board that the design of the station contributed to crime. Based on the careful work of the officers, the board agreed to provide funds to redesign the station. Calls of narcotic activity at an 80-unit apartment complex alerted officers to try a problem solving approach. Working with residents, the on-site manager, the management company, the Housing Commission, and other police units, the officers were able to evict problem residents and stop the drug dealing. 21 Homework Find an example of a community oriented policing or problem oriented policing program from a jurisdiction in the US Turn it in Wednesday – One/two page typed Get ready to present briefly 22 Intelligence-led Policing
  • 21. Emphasizes the use of “real-time” crime analysis Demands more centralization and information and decision- making than is common in American policing As well as more analytical capacity Technological improvements in police data systems contributed to the development of IL policing Fusion Centers: Intelligence Led Policing Fusion Centers part 1 (Video) 23 Predictive Policing The primary aim of predictive policing is anticipation Uses data to do the following: React more quickly to incidents and patterns Predict events in the hope of preventing or acting preemptively This makes stopping crime more than just a dream On the flip side, however, there are philosophical and legal concerns that follow predictive policing efforts What concerns might arise? 24 What Works in Policing Evidence regarding the effectiveness of the 4 strategies reviewed in this chapter is fairly limited Duo to the fact that techniques are multifaceted & effects are hard to identify Evidence pertaining to the effectiveness of community policing is weak
  • 22. On the contrary, hot-spot policing does reduce crime Evidence pertaining to the effectiveness of problem-oriented policing suggests that it does reduce crime, disorder, and improve safety in public places Important to give attention to weaknesses of these strategies 25 Summary The nature of policing has changed in important ways since the reform period and especially since the 1980s Incorporation of community-policing, problem-oriented policing, and predictive policing are but a few examples Crime control, community relations, and professionalism have been given great attention Much recent change is attributable to a move toward research, data and thus evidenced-based practice 26 6 Chapter FourPolice StrategiesKey Terms
  • 23. Broad function Personal service Broken windows Police-community relations Citizen input Crime analysis Community policing (COP) Positive interaction Differential police response (DPR) Predictive policing Evidence-based policing Prevention emphasis Flexible operations Problem-oriented policing (POP) Geographic focus Problem solving Intelligence-led policing (ILP) Partnerships Chapter Outline I. Evolving Strategies of Policing II. Landmark Studies of Police Effectiveness III. Patrol Studies IV. Response Time Studies V. Criminal Investigation Studies VI. Strategic Development VII. Improving Crime-Control Effectiveness VIII. Improving Police-Community Relations IX. Improving Professionalism X. Developing Evidence-Based Practices XI. Strategic Alternatives XII. Community Policing XIII. Problem-Oriented Policing XIV. Intelligence-Led Policing XV. Predictive Policing XVI. What Works in Policing XVII. Summary XVIII. Critical Thinking Questions XIX. References
  • 24. Lecture Outline 1. Evolving Strategies of Policing a. Reform model of policing faced some concern Social upheaval and isolation of police from communities Failing to increase public trust and crime control b. Led to implementation of community policing c. Broadened emphasis on research Move to problem-oriented rather than incident-driven response problem-oriented approach required data Data and technology also have moved department toward predictive policing efforts as well XXI. Landmark Studies of Police Effectiveness a. Patrol Studies Kansas City Preventive Patrol Experiment 1. determined effect of random patrol on crime and feelings of security among residents a. control beats, proactive beats, reactive beats 2. patrol levels did not affect crime, citizens’ attitudes toward police, citizens’ feelings of security, rates of reported crime, traffic incidents, or arrests. b. Response Time Studies Assumption was faster response would satisfy citizens and increase the likelihood of apprehending suspects 1. effectiveness of response time is limited a. time between crime and discovery b. citizens delay call to police 2. citizens satisfaction related to “knowing when” the police will arrive Police realized they could respond differentially to calls based on level of importance through these studies c. Criminal Investigation Studies The Rand study 1. only 20% of serious crimes are ever solved
  • 25. 2. when serious crimes ar solved, information most often comes from victims not through detective work 3. in 75% of cases solved, suspect’s identity is known or easily determined at time crime is reported 4. most detective time is devoted to reviewing reports, documenting files, and attempting to locate and interview victims 5. police collect a lot of physical evidence but most is never used or contributes to crime solving XXII. Strategic Development a. Improving Crime-Control Effectiveness Crime analysis Directed patrol Differential response programs 1. immediate response by sworn officer 2. delayed response by sworn officer 3. response by a non-sworn police employee 4. no direct police response a. overall, differential police response (DPR) has been shown to reduce costs and improve effectiveness, and no reduced citizen satisfaction or increased crime Case screening 5. screening out of cases with low probability of being solved 6. detectives can concentrate on promising, solvable cases a. focus on solvability factors 7. focus on offenders rather than offenses Goldstein’s conceptualization of problem-oriented policing a. crime and disorder are clustered b. underlying conditions give rise to crime and disorder c. fixing underlying conditions has impact on crime and disorder d. enforcing criminal law is one of many tools but not always most effective b. Improving Police-Community Relations Relationship with minority groups is one of the most persistent and compelling problems confronting the police
  • 26. Long history of discriminating against members of minority groups Police-community relations emphasized the importance of communication and mutual understanding Adoption of foot patrol 1. patrol cars did not help develop intimate understanding of or cordial relationship with community 2. small, two-way radios helped this resurgence 3. Newark Study replicated Kansas City’s approach to understanding patrol a. adding nor removing foot patrol had effect on crime b. however, citizens were less fearful of crime and more satisfied with police i. study was replicated in Flint and similar results were found 4. broken-windows thesis a. foot patrol officers pay more attention to disorderly behavior and minor offenses than motor patrol police c. Improving Professionalism Standards for policing hiring 1. higher education Police training has improved 2. longer, better, more realistic 3. management training also widespread and sophisticated Technological and equipment improvements Implementation of standards, certification, and accreditation 4. state-mandated training 5. loss of certification for misbehavior 6. CALEA accreditation Legitimacy and innovation 7. legitimacy is basing policing on consent, cooperation, collaboration 8. innovation is committing to adopt best available practices and ongoing scientific testing of programs d. Developing Evidence-Based Practices Evidence-based policing is the idea that police should adopt practices with strongest evidence of effectiveness
  • 27. If police departments do not follow this principle, they are: 1. not as effective as they could be 2. wasting resources on ineffective strategies and programs Requires not only commitment to using most effective practices, but a willingness to sponsor or conduct evaluation and research on a regular basis XXIII. Strategic Alternatives a. Community Policing Emphasis began in 1980s Community policing is the logical combination of more than 30 years of police effectiveness research, experimentation with police-community relations programs, crime prevention strategies, and team policing. It is an attempt to harness the advantages of foot patrol and generalize them throughout all police field services with an emphasis on broken-windows theory Office of Community Oriented Police Services (2009) 1. definition of Community-Oriented Policing Community-Oriented Policing means many things to many people Dimensions of community policing 2. the philosophical dimension 3. the strategic dimension 4. the tactical dimension Implementing community policing b. Problem-Oriented Policing Like community policing, also commenced in the 1980s Consists of four steps: 1. careful identification of the problem 2. careful analysis of the problem 3. a search for alternative solutions to the problem 4. implementation and assessment of a response to the problem a. these, taken together, are SARA model b. importantly, community can be incorporated into each of these steps Characterized by several important features
  • 28. 5. should be standard operating procedure for policing 6. should be practiced by personnel throughout the ranks 7. should be empirical 8. should involve, whenever possible, collaboration between police and other agencies and institutions 9. should incorporate, whenever possible, community input and participation Seeks solution tailored to specific community problems Principal aim is to identify and reduce all kinds of chronic crime and disorder problems c. Intelligence-led Policing Emphasizes the use of real-time crime analysis Also incorporates intelligence analysis in the deployment of both specialized units and regular patrol officers Tends to demand more centralization of information and decision-making than is common in American policing, as well as more analytical capacity Three factors account for the development and expansion of intelligence-led policing since the 1990s: 1. technological improvements in police data systems 2. the terrorist events of 9/11 3. the new managerialism philosophy that emphasizes top-down direction and control in organizations Predictive Policing 4. aim of predictive policing is anticipation 5. using data not only to react to incidents and patterns more quickly, but also to predict them in the hope of taking preventive or preemptive action 6. makes possibility of preventing crime more than just a dream 7. it does, however, raise philosophical and legal concerns XXIV. What Works in Policing a. Evidence pertaining to the effectiveness of the four strategies discussed in this chapter is limited Techniques are multifaceted so it is hard to separate out their effects b. Evidence pertaining to whether community policing reduces
  • 29. crime is weak Hot spot policing, however, does reduce crime c. Evidence pertaining to problem-oriented policing suggests that it does reduce crime and disorder and improve safety in public places d. There are, however, weaknesses that follow three of the four strategies Chapter Summary Changes in policing developed from the research examining policing practices. The research into policing also caused an increase in financial support for higher education. The police officers were encouraged to continue their education. The police were also encouraged to broaden their use of research and the analytical process to solve problems. The police have a long history of discriminating against minority groups. The minority groups differ depending on the time period. Civil disturbances have resulted from the police misconduct. In the 1950s and 1960s, the police departments established community relations units to resolve problems in police- community relations. Initially, these units were one-sided with the police providing information to the public. Found to be lacking, this philosophy changed to two-way communication with the public being capable of providing information to the police. The 1970s saw an effort to train officers in community relations and crime prevention techniques. The 1980s saw an increase fear of crime by the public. The police became more proactive and more assertive. This was done to satisfy the public and help reduce fears of violence and drugs. However, charges of discriminatory practices surfaced once again. As part of community relations, the police would focus on crime prevention. The officers were responsible for educating the public on ways to protect themselves and their property.
  • 30. Target hardening was one method that called for improvements in doors, windows, locks, and lighting. Crime prevention through environmental design (CPTED) also attempted to improve the community by providing information on construction and clean up of the neighborhoods. Team policing was tried by many departments in the 1970s. This strategy involved a reorganization of the patrol officers and gave them more responsibility for everything within their patrol areas. However, this program was not successful. Middle management within the police organization saw this as a threat to their power. Also, many of the officers operated with little guidance as to exactly what was expected of them. Foot patrol is often thought of when discussing community policing. Studies indicate that foot patrol may not necessarily reduce crime but it does make the citizens feel more safe and secure. The broken windows theory is often associated with foot patrol. Under broken windows, patrol officers focused greater attention on the minor offenses and disorderly conduct. The philosophy behind this was that stopping the minor behavior would send a message to the citizens that such behavior will not be tolerated. In the 1980s, community policing began to develop. It was seen as a combination of 30 years worth of research and crime- prevention strategies. Community policing is a philosophy, not a program. There are three dimensions of community policing. One is the philosophical dimension. This would include citizen input. This input may be achieved through town meetings, open forums, advisory boards, and surveys. As part of the philosophical dimension, the police are expected to take on a more broad police function. This would include resolving conflict, helping victims, solving problems, and apprehension and enforcement. This is expected to be done in a friendly, open, and personal manner. Another dimension of community policing is the strategic dimension. Under the strategic dimensions, the police are
  • 31. expected to have greater interaction with the citizens. This would involve reoriented operations. Changes in the way that the departments respond to calls would be part of the reoriented operations. Community-policing also requires the police to have a better rapport with the citizens. This may be achieved through a geographic focus that called for permanency of assignment. The police would patrol the same areas and the public would have the opportunity to get to know the police. Community- policing also has a greater prevention emphasis. This strategy calls for the police to be more proactive and take on more of a social welfare orientation. The final dimension of community policing is the tactical dimension. Positive interaction is part of the tactical dimension. The police are expected to build rapport and partnerships with the citizens through the positive interactions. The police are also expected to be more involved in problem-solving. Instead of rushing to the call, handling the call, and then rushing to the next call, the police are expected to take the time to look for underlying problems and conditions. Alternatives to arrest make be considered in this problem-solving technique. It has been difficult to determine the effectiveness of community policing. Some of the reasons for this difficulty include the complexity of the program, multiple effects, variation in program scope, and research design limitations. There have been positive outcomes seen from this philosophy. There does appear to be a greater cooperation and communication between the police and the citizens. The citizens are attending meeting, serve as volunteers, and help determine the problems of the community. The police are involved with the citizens through assistance programs and provide education and communication with the citizens. Despite the positive outcomes, there is evidence that community policing may not be as successful as some may claim.
  • 32. ORGANIZATION AND CHANGE CHAPTER SIX 1 Organizational Change Police organizations are not static entities Change occurs when organizations adopt new ideas or behaviors Success depends on how well the organization can alter the behavioral patterns of its personnel That is, it depends on resistance to change by an organization 2 Resistance to Change A variety of factors contribute to resistance to change Inertia: Doing things as they have always been done Misunderstandings Group norms Balance of power 3 Overcoming Resistance to Change Officer involvement and participation
  • 33. Participatory management style Effective feedback Autonomy at the job Preparedness Gradual change Support to adopt 4 Overcoming resistance to change Overcoming Resistance to Change - Isn't It Obvious? (Video) Overcoming Resistance to Change - Isn't It Obvious? Video Transcript & CC 5 The Madison Experience One of the earliest transition efforts from traditional policing to a community-policing paradigm occurred in Madison, Wisconsin Started in the early 1980s before research and evaluation In response to internal issues, Officers’ Advisory Council formed 6 The Madison Experience (2) Following the formation of the OAC, a # of key developments
  • 34. occurred: Committee on the future Quality leadership Experimental police district Citizen involvement 7 The Madison Experience (3) Following the formation of the OAC, a # of key developments occurred: Committee on the future Get closer to the people Make better use of technology Develop health and wellness in the workplace How about stress in policing? 8 Police Stress 9 The Madison Experience (4) Following the formation of the OAC, a # of key developments occurred:
  • 35. Quality leadership Teamwork for planning and goal setting Data-based problem solving A customer orientation Employee input in decisions Policies to support productivity Encouragement for risk taking and tolerance for mistakes Manager as facilitator rather than commander 10 The Madison Experience (5) Following the formation of the OAC, a # of key developments occurred: Experimental Police District Prototype of new organization Decentralized One sixth of personnel and jurisdiction Sought to: Develop employee participation New management for COP and POP COP and POP P. 168 11 The Madison Experience (6) Following the formation of the OAC, a # of key developments occurred: Citizen Involvement
  • 36. Community meetings Community leaders’ involvement Feedbacks about the satisfaction with police and perceptions about the community needs What might be a potential problem in this process? 12 Results from Madison A # of important lessons followed Madison’s efforts: It is possible to implement participatory management in a police department Decentralization contributed significantly to the creation of the new management style The managers thought it is best to change one part of the organization before proceeding w/department-wide implementation Recruiting highly educated officers makes difference 13 Organizational Change Tied to: Decentralization Participatory Management Higher Education Standards Redefinition of the Police Role Involvement in a representative body of citizens 14
  • 37. The Chicago Experience Like Madison, Chicago attempted to change Chicago Alternative Police Strategy (CAPS) Six elements were involved in their move to community policing 5 of 25 districts were to be involved Officers were to have permanent beat assignments The department was to have a strong commitment to training The community was to play a significant role in the program Policing was to be linked to the delivery of city services There was to be an emphasis on crime analysis 15 WHAM in Chicago P. 171 16 Lessons Learned from Madison and Chicago Chicago used regular officers & supervisors in its prototype districts Madison used personnel who were “interested” in the program Higher level of education necessary Each departments change came from a different source Madison – internal change Chicago – external change 17
  • 38. Police Job Redesign Traditional design of police jobs has been criticized Research results on job redesign have found that enrichment makes a difference in job satisfaction and service quality Importantly, a 2009 study identified importance of autonomy and feedback 18 18 Innovation The development and use of new ideas and methods Most important to successful innovation is effective and energetic leadership from the office of the chief Second is that the chief must be able to motivate departmental personnel Third, the integrity of innovation must be defended Fourth requirement for innovation is public support 19
  • 39. Learning Organizations and R & D Continuous improvement cannot be achieved w/o continuous learning Learning organizations Able to process what it has learned and adapt accordingly Essential to create a Research & Development unit What are the benefits of such a unit? 20 Police-Researcher Partnerships Allow departments to get involved in a research project w/o all the necessary expertise or budgetary constraints Researchers, on the other hand, are able to have an impact on policy through their efforts Unfortunately, there are issues w/these two entities effectively communicating and collaborating 21 Summary Organizational change w/in police departments requires the development of a culture that embraces change Obstacles and barriers to change exist Madison and Chicago provide examples of success Also important is job redesign, Compstat, Research and Development, and police-researcher relationships 22
  • 40. FIELD OPERATIONS CHAPTER EIGHT 1 The Patrol Function Commonly referred to as the “backbone of policing” Why? What are the goals of patrolling 2 The Patrol Function (2) Commonly referred to as the “backbone of policing” Goals of patrol Crime prevention and deterrence Apprehension of offenders Creation of a sense of security Provision of non–crime-related services Traffic control Identifying and solving community problems 3 The Patrol Function (3)
  • 41. Patrol officers perform 3 primary functions: Law enforcement Order maintenance Social services What does each of these functions entail? Is there an overlap between these duties? 4 Historical Development Two critical developments of the 1930s helped change the nature of the patrol officer Greatly increased use of the patrol car What are the consequences of using patrol cars? The development of the Uniform Crime Report Both of these developments led to “professionalization” 5 Historical Development (cont.) Radio and telephone also had a profound impact on policing Proactive to reactive approaches, especially through 911 Change emphasis from problem oriented to incident oriented From solving problems to responding to problems 6 Patrol Methods Two methods have dominated patrol Automobile
  • 42. Offers greatest coverage and most rapid response Most cost-effective Foot patrol Reduces citizens’ fear of crime More positive and non-adversarial interactions 7 Patrol Methods (cont.) A variety of other patrol methods now exist as well Bicycle / Motorcycle patrol Motor scooters and three-wheeled vehicles Horse patrol Planes and helicopters Boat patrol 8 Thinking moment What are the advantages or disadvantages of having one officer at a time in a patrol cruiser? Try to come-up at least with three ideas 9 Use of Patrol Resources
  • 43. The issue of one versus two-officer cars was central in policing Study in San Diego in mid-1970s 1985 San Diego replication This study yielded results similar to the initial study One-man patrol: Produces more arrest Files more crime report Receives fewer complaints Costs less 10 Use of Patrol Resources (cont.) Determining “how” to concentrate patrol efforts and resources is achieved via a variety of avenues Resource/need determination Resource allocation Computerized crime mapping 11 Focused Interventions Following the Kansas City Preventive Experiment, directing patrol officers’ efforts became increasingly common through a number of methods Directed patrol
  • 44. Hot spots Problem-oriented approach 12 Proactive Arrests and Crackdowns Proactive arrests Initiated by the police Focus on a narrow set of high-risk targets Crackdowns An intensive, short-term increase in officer presence and arrests for specific types of offenses 13 Focused Deterrence Initiatives A # of important gun and gang violence studies have occurred in recent years Kansas City Gun Experiment Pittsburgh Firearm Suppression Patrol (FSP) Richmond’s Project Exile Boston Gun Project Similar efforts in Minneapolis, Massachusetts, and Los Angeles Cincinnati Initiative to Reduce Violence (CIRV) 14
  • 45. Zero Tolerance, Quality-of-Life, and Problem-Oriented Policing Zero-tolerance policing Aggressive targeting of minor infractions Quality-of-life policing Emphasizes reduction of physical and social disorder Problem-oriented policing A multi-pronged strategy to reduce problems in specific areas 15 Reactive Arrests and Intimate Partner Violence Reactive arrests are made in response to complaints, are random, and are typically for minor offenses Minneapolis Domestic Violence Experiment (1984) was 1st study on use of arrest in misdemeanor domestic violence cases Arrests versus mediation or separation 16 Police Pursuits Police pursuit policy is a current controversy Department policy pertaining to such pursuit varies Violent-felony-only policy Restrictive policy Judgmental policy 17
  • 46. Police Pursuits (cont.) Alpert (1997) suggests the following for local departments: Create and maintain systems to collect information on pursuit driving. Review and update pursuit policies. Evaluate the need for pursuit-specific training. Support written policies with training and supervision. Require that officers justify their actions or have a supervisor evaluate the pursuit 18 The Investigative Function Detectives also serve an important role in police departments Goal is to investigate, increase # of arrests for crimes that are prosecutable and will result in conviction Investigation is usually specialized Crimes against person and crimes against property 19 The Investigative Function (cont.) The basic responsibilities of detectives are: to determine whether a crime has been committed to identify the perpetrator to apprehend the perpetrator to provide evidence to support a conviction in court
  • 47. 20 A day in a patrol officer`s life A Day in the Life of a St. Louis Park, MN, Patrol Officer (Video) 21 Summary The primary activities of police field operations include patrol Patrol is the “backbone of policing” Patrol efforts are now concerned w/regaining the neighborhood contextual knowledge that was lost during the professionalism movement in the 1960s and 70s While patrol strategies are effective in reducing crime, research also suggests they may produce negative community relations More sensitive strategies should be implemented Especially those that receive community acceptance 22 Chapter 5 Handouts Chapter FivePOLICE MANAGEMENTKey Terms Broken-windows theory Organization commitment Centralization Organizational design Chain of command Organizing Classical principles Paramilitary model
  • 48. Compstat Public Information Officer (PIO) Contingency theory Planning Controlling Police legitimacy Decentralization Police paramilitary units (PPU) Disorder index Procedural justice Generalists Specialization Goals Systems theory Leading Total quality management (TQM) Management Zero-tolerance policing National Incident-Based Reporting System (NIBRS)Chapter Outline I. The Managerial Process II. The Development of Police Management a. Classical Police Management b. Behavioral Police Management c. Contemporary Police Management III. Organizational Design a. Criticisms of the Paramilitary Design b. Increasing Influence of Police Paramilitary Units c. Broken-windows and Zero-Tolerance Policing d. Compstat Process e. Police Legitimacy and Procedural Justice IV. Police Goals and Organizational Performance a. Supervisory Styles, Officer Behavior, and Use of Time b. Measuring Police Performance c. Changing Performance Measures V. Managing Group Behavior a. Police Subcultures b. Employee Organizations c. Police Unions VI. Media Relations VII. Summary VIII. Critical Thinking Questions IX. References
  • 49. Lecture Outline I. The Managerial Process a. Management i. Directing individuals to achieve organizational goals in an efficient and effective manner b. Supervision i. Focuses primarily on leading and controlling c. Organizing i. The process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives d. Leading i. Motivating others to perform various tasks that will contribute to the accomplishment of goals and objectives e. Planning i. The process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them f. Controlling i. The process by which managers determine how the quality and the quantity of departmental systems and services can be improved, if goals and objectives are being accomplished 1. efficiency 2. effectiveness g. Chain of command i. The higher the position, the greater the power, authority, and influence 1. top managers 1. conduct overall goal formulation and make policy decisions regarding allocation of resources 2. middle managers 1. formulate objectives and plans for implementing decisions from above and coordinate activities from below 3. lower managers 1. implement decisions made at higher levels and coordinate and direct the work of employees at the lowest level of the
  • 50. organization 4. rank-and-file 1. carry out specific tasks II. The Development of Police Management a. Classical police management i. Bureaucracy 1. characteristics that organizations need to operate on a rational basis ii. Classical principles of organization 1. specialization 1. division of work 2. authority and responsibility 1. right to command and require obedience 3. discipline 1. necessary for effectiveness 4. unity of command 1. employees are to receive orders from only one supervisor 5. scalar chain 1. hierarchy of authority 6. centralization 1. the extent to which decision making is retained by top organizational levels 7. paramilitary model 1. emphasizes a legalistic approach and authoritarian managerial practices intended to control officers’ behavior b. Behavioral police management i. Classical approach attacked by police management theorists in the early 1970s ii. Need for a more flexible and democratic organizational model iii. Research indicated that police work was not directly related to law enforcement, but rather to maintaining order and providing social service iv. The findings from the behavioral science research led to the development of systems theory and contingency theory and the
  • 51. movement toward private sector influences 1. developed an understanding of the importance of community relationships to the police c. Contemporary police management i. Systems theory 1. systems theory means that all parts of a system are interrelated and dependent on one another 2. open system 1. interacts with and adapts to its environment 3. closed system 1. does not interact and adapt to its environment ii. Contingency theory 1. based on open systems theory and recognizes that there are many internal and external factors that influence organizational behavior 2. contingency management 1. it all depends on the particular situation iii. Private sector influences 1. total quality management (TQM) 1. quality-control techniques and the process of continuous improvement 2. Madison Police Department III. Organizational Design a. Organizational design i. Concerned with the formal patterns of arrangements and relationships developed by police management to link people together in order to accomplish organizational goals b. Tall structure i. Characterized by many hierarchical levels and narrow spans of control ii. Attempt to coordinate their activities through centralization c. Flat structure i. Characterized by few hierarchical levels and wide spans of control ii. Decentralization
  • 52. 1. authority and decision-making are delegated to lower organizational levels d. Criticisms of the paramilitary design i. As departments moved toward community policing, the paramilitary design was being questioned 1. strict rules cannot be applied to policing because of the nature of the work 2. orders are rarely required 3. a great amount of initiative and discretion are required 4. managerial philosophy is characterized by an attitude of distrust, control, and punishment e. Increasing influence of police paramilitary units i. Generic term for traditional SWAT ii. Becoming a normal part of routine patrol work f. Broken Windows, Crime, and Zero-tolerance Policing i. Broken windows 1. based on a hypothesis that when low levels of disorder and deviance are not held in check, then more serious types of crimes are likely to follow ii. Zero-tolerance policing 1. target minor crimes to send a signal that such behavior will not be tolerated in the community g. Compstat Process i. Compstat 1. Acronym for compare statistics 2. Utilizes current crime data to analyze crime patterns and to respond quickly with appropriate resources and crime strategies h. Police Legitimacy and Procedural Justice i. Police legitimacy 1. defined as the public’s confidence in the police as fair and equitable ii. Procedural justice 1. being treated fairly by the police when acting under authority of the criminal law 2. helps to foster legitimacy 3. Gau and Brunson (2010)
  • 53. 1. establish internal guidelines 2. reward professional behavior 3. only promote those who behave professionally 4. disciplinary actions for unprofessional behavior i. Police goals and organization performance i. General statements of long-term purpose ii. Three major influences affect the development of police goals 1. community 1. consists of the legal framework in which police function and the community’s input into departmental priorities 2. organizational 1. those powerful members who seek certain goals primarily for the efficiency and perpetuation of the department but also to satisfy its members 3. individual 1. generally benefit members j. Supervisory Styles, Officer Behavior, and Use of Time i. Traditional, innovative, supportive, active k. Organizational commitment i. The strength of an individual’s identification with and involvement in a particular organization, characterized by a belief in an organization’s goals and values, a willingness to exert effort on the organization’s behalf, and a desire to remain with the organization l. Measuring police performance i. external and internal goals should be assessed 1. need to know the extent to which the police department is satisfying the community it serves 2. need to know whether its goals are compatible with those of its employees ii. A number of measures can be used to evaluate 1. crime and disorder measures 2. community measures 3. individual and team measures iii. NIBRS—National Incident Based Reporting System
  • 54. 1. Improve quantity, quality, and accuracy of statistics 1. distinguishes against attempted and completed crimes 2. provides additional information on victim-offender relationship 3. includes the location of crimes m. Changing performance measures i. Disorder index ii. Police production and police costs iii. Effective use of financial resources iv. Effective use of force and authority IV. Managing Group Behavior a. Police subcultures i. Socialization 1. recruits learn the values and behavioral patterns of experienced officers ii. Manager’s culture iii. Street cop’s culture iv. Ends-means dilemma v. Public world of policing 1. presented to the public as the essence of police work vi. Private world of policing 1. characterized as politically conservative, closed, or secretive, with a high degree of cynicism and an emphasis on loyalty, solidarity, and respect for authority b. Employee organizations i. Fraternal organizations c. Police unions i. Issues negotiated between police unions and management 1. salaries and benefits 2. conditions of work 3. grievance procedures V. Media Relations a. Public Information Officer b. Police handling of crisis events and cases of police
  • 55. misconduct VI. Chapter Summary VII. VIII. Chapter Five focuses on police management. Managers’ functions may vary by their level within the organization. For instance, top management may spend a lot of their time on organizing and planning, whereas lower level management may be more involved in supervision. IX. The police organization will have a chain of command. The higher positions in the chain of command have more power, authority, and influence. Those at the top of the hierarchy formulate goals and policy. Those lower in the chain formulate the objectives and plans for those goals and policies. Those members at the bottom of the hierarchy carry out the specific tasks. X. Police management has evolved through three major developmental perspectives. The first was the classical police management. Under the classical principles of organization, specialization, authority and responsibility, unity of command, discipline, and centralization were reflected in this approach. The classical police management perspective resembled a bureaucracy, a term coined by Max Weber at the end of the 19th century. XI. The paramilitary model was part of the classical perspective. It emphasized a legalistic approach and authoritarian managerial practices intended to control officers’ behavior. XII. By the early 1970s, the classical perspective was falling out of favor with management theorists. The behavioral police management perspective was there to replace the classical perspective. There was a considerable amount of behavioral research conducted in the 1960s regarding police and what they actually do on the job. Policing was viewed as more complex than originally thought. Effective policing required qualified personnel who could handle a broad range of situations and problems. It was thought that a more collegial model of policing
  • 56. was necessary. Although it was seen as necessary, it was not well received by all police. XIII. This movement toward sophistication led to the contemporary police management perspective. This would include systems theory and contingency theory. This perspective recognized the importance of community relationships to the police. XIV. Under systems theory, policing should operate as an open system. An open system interacts with its environment. This would allow the police agency to be responsive to the needs of the community. Contingency theory is based on open- systems theory and suggests that management depends on the particular situations. This would include taking into consideration the internal and external factors that influence organizational behavior. XV. Roberg applied contingency theory to policing in the late 1970s. He concluded that it was necessary for policing to be less bureaucratic and less centralized to be effective. XVI. Total quality management (TQM) may also be used in policing. TQM places an emphasis on customer service and continuous improvement. Agencies making the transition to community policing may find TQM useful. XVII. Organizational designs are concerned with the patterns of arrangements and relationships developed by management to link people together in order to accomplish goals. Under a tall structure, there are many hierarchical levels with a narrow span of control. This allows for close supervision of employees. A flat structure has few hierarchical levels with a wide span of control. This allows for greater employee autonomy. The flat structures utilize decentralization in decision-making. This structure is seen as more conducive to community policing. However, even when making the transition to community policing, many agencies hold onto the tall structure design. The organizational chart illustrates the functions and relationships among the different groups in the police agency.
  • 57. XVIII. Police paramilitary units (PPUs), traditionally known as SWAT, are finding increased involvement in the daily patrol functions of policing. This is a move away from the traditional emergency response function. However, the appearance of the PPUs lends itself to more of a military style rather than community service style approach. XIX. Perhaps in line with the increased use of the PPUs, the police are increasing the use of other aggressive strategies. One such strategy is broken-windows. Under this strategy, the police aggressively enforce low-level crimes in order to prevent serious crimes from occurring. XX. In support of the broke-windows hypothesis, zero-tolerance policing targets minor crime in the hope of sending a message that this type of behavior will not be tolerated in the community. Early studies of broken-windows and zero-tolerance have discovered mixed results. It was discovered that, as police issued more citations, serious crime decreased. However, critics cite methodological and theoretical flaws in the strategies. XXI. Compstat was developed to utilize crime data to analyze crime trends. Developed in New York City, Compstat would help to determine the appropriate response to crime patterns. This may include partnerships and connections with the community or other agencies. XXII. Management is responsible for establishing the goals of the agency. The goals identify the role and expectation of the police. Three major influences affect the development of police goals. Community influences consist of the legal framework in which the police function and the community’s input into policing. Organizational influences are usually top-level managers who seek certain goals for the efficiency of the department. Individual influences generally benefit members of the department. XXIII. In measuring police performance, one could include crime and disorder measures. This would include the criminal statistics such as the NIBRS. Community measures may include surveys regarding community problems as they relate to crime.
  • 58. Individual and team measures would include evaluations conducted by department supervisors. XXIV. In the managing of group behavior, one must be concerned with the ends-means dilemma. Administration must be concerned with both the ends or results and the means or the way in which the ends are achieved. The patrol officer may only be concerned with the ends, making an arrest. This could result in an adversarial relationship between the administration and the rank-and-file. XXV. In relating to the expectations of the communities, there are both the public and private worlds of policing. The public world of policing is presented to the public as the essence of police work. The private world of policing is closed or secretive side of policing with an emphasis on loyalty and respect for authority. XXVI. Police officers may belong to fraternal organizations and also police unions. Union have been successful in policing for a number of reasons. Lagging salaries and poor management are a few of the reasons. A new legal climate and the law-and-order mood among a new generation of officers are other reasons for the success of police unions. XXVII. There may be issues negotiated between the police union and management. These issues may involve salary and benefits, conditions of work, and grievance procedures. XXVIII. The police management must be concerned with the way that they interact with the media. They must find ways to communicate in open and honest ways with the media in order to project their desired departmental image to the public. It is important to establish a good working relationship with the media. Many departments now utilize at least one full-time Public Information Officer (PIO). The PIO handles the media in terms of disseminating information and managing the agency’s public image. This may include times of crisis or police misconduct.
  • 59. 5 Chapter Six ORGANIZATIONAL CHANGE Key Terms Advisory committees Innovation Balance of power Internal change Beat meetings Job redesign Chicago Alternative Policing Strategy (CAPS)Learning organization Change strategies MBWA Experimental Police District (EPD) Organizational change External change Quality leadership Group norms Research and development (R&D) Inertia WHAM Chapter Outline I. Organizational Change a. Resistance to Change b. Overcoming Resistance to Change II. The Madison Experience a. Laying the Foundation b. Key Elements to Change c. Results From Madison III. The Chicago Experience a. Laying the Foundation b. Key Elements to Change c. Results from Chicago
  • 60. d. Lessons Learned From Madison and Chicago IV. Police Job Redesign V. Changing Performance Evaluation Criteria VI. Innovation a. Compstat as a Change Process b. Learning Organizations and R&D c. Police-Researcher Partnerships VII. Summary VIII. Critical Thinking Questions IX. References Lecture Outline I. Organizational Change a. Occurs when an organization adopts new ideas or behaviors b. Resistance to change i. Inertia 1. doing things as they have always been done ii. Misunderstandings 1. officers do not clearly understand the purpose, techniques, or consequences of a planned change 2. not clearly articulating what new roles will be created and the effect of those new roles on all involved iii. Group norms 1. expected behavior from group members iv. Balance of power 1. changes that threaten autonomy, authority, power, or status of a group will be resisted c. Overcoming resistance to change i. Lessons learned from experiences with community policing 1. the need for pre-implementation training of personnel 2. the importance of taking a long view of the change process 3. the need for support for elected officials and other city agencies 4. the importance of listening to and involving the community
  • 61. II. The Madison Experience a. Laying the foundation i. Officers’ Advisory Council (OAC) 1. provide advice to the chief 2. reflected the problem-solving and research orientation of the department’s quality-improvement efforts b. Key elements to change i. Committee on the future ii. Quality leadership iii. Experimental Police District (EPD) iv. Citizen involvement c. Results from Madison i. Lessons learned in Madison for overcoming obstacles to change 1. Implement participatory management in a police department 2. Decentralization 3. Change one part of the organization before proceeding with department-wide implementation 4. Recruit highly educated officers likely to be supportive of change ii. Successful implementation of community policing can be directly tied to the amount of change made toward 1. decentralized management 2. participatory management 3. higher educational standards 4. redefinition of the police role 5. involvement of a representative body of citizens III. The Chicago Experience a. Laying the foundation i. CAPS 1. Chicago Alternative Policing Strategy b. Key elements to change i. The entire department and the city were to be involved ii. Officers were to have permanent beat assignments iii. The department was to have a strong commitment to training
  • 62. iv. The community was to play a significant role in the program v. Policing was to be linked to the delivery of city services vi. There was to be an emphasis on crime analysis c. Results from Chicago i. Improved public opinion of the police ii. Favorable ratings of the police iii. High attendance rate at beat meetings d. Lessons learned from Madison and Chicago i. Madison spent more time developing a true participatory leadership style ii. Chicago used regular officers and supervisors whereas Madison used those that were interested iii. In Madison, employee participation in the change process was a strong point iv. In Chicago, the development of partnerships with the community through beat teams was the strong suit v. Mix the internal practices from Madison with the external practices from Chicago e. A final lesson: Surviving leadership change i. Backsliding ii. Chicago seems to have returned to traditional policing roots while leaving the shell of the program intact IV. Police Job Redesign a. Research results with respect to a high level of community- policing implementation and job redesign are threefold i. Officers who value internal needs for personal growth and have a service orientation are more likely to benefit from a community-policing-enriched job design ii. More traditionally oriented officers who value extrinsic rewards likely will not benefit from job redesign iii. In some departments with organization-wide community policing, all officers appeared to benefit from a job redesign 1. Job characteristics of autonomy and feedback were significant in predicting job satisfaction b. Changing officer performance measures
  • 63. i. Little progress made toward changing criteria ii. Three criteria from LEMAS survey were used as measures of community policing development 1. whether a department had a formal written community policing plan 2. if officers were encouraged to engage in problem-solving 3. if officers had received at least eight hours of community policing training V. Changing Officer Performance Measures a. It is necessary and important for police departments to change traditional evaluation criteria when they begin to adopt community policing strategies i. Unfortunately, little progress has been made in this area b. A national survey of 410 agencies assessed the extent to which organizations were employing community policing using 3 key criteria: i. Whether a department had a formal written community policing plan ii. Whether officers were encouraged to engage in problem solving iii. Whether officers had received at least 8 hours of community policing training 1. overall, findings suggested that very little movement has been made toward evaluating and rewarding community policing practices VI. Innovation a. Refers to the development and use of new ideas and methods i. Most important to successful innovation is effective and energetic leadership from the office of the chief ii. The chief must be able to motivate iii. The integrity of innovation must be defended iv. Public support b. Compstat as a change process i. Approximately one-third of large agencies had implemented a
  • 64. Compstat-like program ii. Some believe Compstat will eventually be the dominant approach to policing in the United States c. Learning Organizations i. Processes what it has learned and adapts accordingly ii. Research and development unit d. Police-researcher partnerships i. Organize police work around problem solving e. Utilize middle managers i. Facilitate critical thinking Chapter Summary Organizational change occurs when an organization adopts new ideas or behaviors. However, probably the most common characteristic of change is people’s resistance to it. Police departments, in particular, may be used to doing things the way that they have always been done. This inertia is an example of resistance to change. Misunderstandings, group norms, and balance of power are other examples of resistance to change. Research has shown some ways to overcome the resistance to change. This is especially directed toward community policing efforts. Some of the lessons learned included the need for pre- implementation training of personnel, the importance of taking a long view of the change process, the need for support from elected officials and other city agencies, and the importance of listening to and involving the community. Madison (Wisconsin) Police Department was perhaps the first to make the transition to community policing. The chief decided that something needed to be done with the department. The chief then decided to involve the employees more organizational decisions. The Officers’ Advisory Council was formed with the task of providing advice to the chief. Some of the lessons learned from the Madison experience included that it was possible to implement participatory
  • 65. management in a police department and this is likely to produce more satisfied workers. Decentralization contributed to the creation of the new management style. This was done one part at a time. Rather than doing a department-wide implementation, it was decided to change one part of the organization before moving on. Over the next two decades, Madison continued to hire highly educated officers who would be more supportive to the change. Decentralized organization, participatory management, higher educational standards, redefinition of the police role, and involvement in a representative body of citizens may be directly linked to the successful implementation of community policing. Chicago also made a change to community policing. Under the Chicago experience the entire department and the city were to be involved. The officers were to have permanent beat assignments. The department was to have a strong commitment to training and the community was to play a significant role in the program. Policing was to be linked to the delivery of city services. Lastly, there was to be emphasis on crime analysis. The Chicago effort turned around the public’s opinion of the police. The public had a more positive opinion of the police after the experience. Attendance rates at the beat meetings were the highest in the high-crime areas. The people discussed the problems that concerned them. This included social disorder, drugs, gangs, and property crimes among others. The change to community policing may cause a redesign in the job of policing. The community policing officers would spend more time on service and problem-solving tasks than do beat officers. If the transition was well-planned, it appeared that the community policing officers were had higher levels of job satisfaction and better attitudes. However, if the transition was poorly planned, the officers did get achieve the higher levels of satisfaction. Officers who value internal needs for personal growth and have a service orientation are more likely to benefit from a community-policing-enriched job design. The traditionally
  • 66. oriented officers who value extrinsic rewards likely will not benefit from a job redesign. Innovation refers to the development and use of new ideas and methods. For successful innovation, there must be effective and energetic leadership from the office of the chief. The chief must be able to motivate departmental personnel. Also, the integrity of innovation must be defended and there must be public support. If the public is permitted some input, they tend to be supportive. As developed in New York, the Compstat process allows top- level police managers to share information about crime. It allows for increased levels of managerial control, discretion, and accountability. It also has the potential to significantly impact organizational change. Research concerning department with and departments without Compstat-like programs produced interesting findings. It would appear that there may be a movement away from community policing by those agencies adopting Compstat-like programs. In making the police department into a learning organization, police work should be organized around problem solving. Middle managers could be used to facilitate critical thinking. Research and development would be included as part of the police department. This could include police-researcher partnerships. This will allow the department to become involved in the research project and learn something about itself. SELECTION AND DEVELOPMENT CHAPTER SEVEN 1 To start with What should be the selection criteria for police officers?
  • 67. 2 Recruitment The recruitment of qualified candidates is first step in selection The importance of ratio of the number of applicants to the number of who qualifies Of course, a variety of recruitment methods exist Newspaper ads Career fairs The Internet 3 Recruitment (cont.) Programs to recruit young people also exist College internships Explorer programs School resource officers 4 Recruitment Targeting Females and Minorities The recruitment of minorities and females is essential Only about 18 percent of agencies used a targeted recruitment strategy Annual recruiting budget & the number of applications are correlated
  • 68. 5 Targeting the Service Oriented An innovative recruitment strategy is being tried in a range of departments that focuses on service-oriented individuals Known as Hiring in the Spirit of Service (HSS) Involved new marketing strategies Also involved developing valid pre-employment testing procedures, job task analyses, and performance measures relating to community policing and service-oriented practices 6 Selection Aims to determine which candidates are best suited Various selection criteria and tests are used Validity Reliability What’s the difference? 7 Selection (2) Validity is important because invalid criteria may have disparate impact on protected groups Title VII of the 1964 Civil Rights Act. Title VII prohibits
  • 69. discrimination in the workplace. Equal Employment Opportunity Act of 1972 expended it Selection criteria and exams must be related to the quality of the job 8 Selection (3) Bona Fide Occupational Qualifications: Employment qualifications that employers are allowed to consider while making decisions about hiring and retention of employees. The qualification should relate to an essential job duty and is considered necessary for operation of the particular business. 9 Pre-employment Standards A number of standards must be met prior to employment Standards vary across departments, however Age Height and weight Vision Physical agility and strength Residency Education 10
  • 70. General Suitability Departments usually conduct extensive investigation of an applicant’s past experience , behavior, and work history to assess suitability Background investigation Polygraph examination Psychological condition – California Personality Inventory Medical condition 11 Pre-employment Testing A variety of pre-employment tests are used by departments Written exam Research suggests that minorities tend to score lower on entry exam Function of educational level Personal interview Usually occurs at the end of the selection process Attributes not measured elsewhere are measured What attributes? Not proven to be a particularly robust predictor of performance 12 12 Americans With Disabilities Act The purpose of ADA is to eliminate barriers to equal employment opportunity
  • 71. Also requires that applicants be given a conditional offer of employment prior to taking an exam or a test that may be disability related Departments will need to change some of their current procedures 13 Recruit Training Peace Officer Standards and Training (POST) is the state standards organization that determines training program content Some states require training prior to employment consideration Program orientation concerns stressful vs. non-stressful training Philosophy and instructional methods = training and education What is the difference between training and education? 14 Recruit Training (cont.) An important aspect of program development concerns what type of instructional methods to use Pedagogy Andragogy What differentiates these two methods? Cognitive and problem-based learning What differentiates these two learning approaches? 15
  • 72. Curriculum Development and Content Program curricula should include two primary criteria: Mission statement Ethical considerations A host of instructional topics are included in programs Firearm skills, self-defense skills, health, and fitness Patrol, investigation, and community vehicle operations First aid and CPR, report writing, and use of non-lethal weapons 16 Curriculum Development and Content (cont.) Community policing training has increased considerably What types of community policing trainings exist? P 212 Study shows fewer than ½ of academies provide training in the areas of problem-solving or analyzing Problem is that this is most critical aspect of community policing Terrorism-related training has also risen in recent years 90% of academics provided such training in 2006; 80% in 2002 17 Curriculum Updates Outside of community policing and terrorism-related policing, other curriculum updates have occurred Ethics and integrity De-escalation of force Communication Conducted Energy Devices
  • 73. Juveniles Mentally ill 18 FTO Program Following the academy, recruits go through a final phase of training, field training, to prepare for realities of police work New officers being broken in by experienced old-timers Exposure to values, and department culture; “real world” of policing Recently, the PTO program has been adopted, emphasizing: Problem-based learning What does this learning approach entail? 19 Career Growth Officers shouldn’t remain stagnant after training; development is essential Development can be achieved in various ways In-service training Specialized training Promotion and assessment centers Lateral entry 20 Summary
  • 74. The move by police departments to more community policing oriented practices requires attention to personnel quality Importance of recruitment and pre-employment standards Dictated by department’s view of what an effective officer is Attention to training and education are also essential Important of andragogy as opposed to pedagogy Shift from FTO to PTO programs Officers must be ready for changes, new assignments, promotions 21 5 Chapter Eight FIELD OPERATIONS Key Terms Bias crime Hot spots Computer-aided dispatch Law enforcement Computerized crime mapping Order maintenance Crackdowns Proactive arrests Crime suppression Preliminary investigation Directed patrol Primary aggressor laws Dual arrest Proactive Enticement Quality-of-life policing
  • 75. Entrapment Reactive Event analysis Social services Follow-up investigations Specialist General deterrence Specific deterrence Generalist Target oriented Chapter Outline I. The Patrol Function a. Historical Development b. Patrol Methods c. Use of Patrol Resources II. Focused Interventions a. Proactive Arrests and Crackdowns b. Guns and Gang Violence c. Focused Deterrence Initiatives d. Policing Disorder: Zero Tolerance and Quality-of-Life Policing e. Problem Oriented Policing Focused on Disorder III. Reactive Arrests and Intimate Partner Violence IV. Police Pursuits V. The Investigative Function a. Historical Development VI. Selected Research on Investigative Operations a. Advances in Physical Evidence: AFIS and DNA b. Career Criminal Programs c. Bias Crime Programs d. Detective-Patrol Relationships e. Enticement and Entrapment VII. Summary VIII. Critical Thinking Questions IX. References Lecture Outline
  • 76. I. The Patrol Function a. Goals of patrol i. Crime prevention and deterrence ii. Apprehension of offenders iii. Creation of a sense of community security and satisfaction iv. Provision of non-crime-related services v. Traffic control vi. Identifying and solving community problems with respect to crime and disorder b. Patrol officers perform three functions i. Law enforcement 1. make arrests, issue citations, conduct investigations ii. Order maintenance 1. loud parties, underage drinking, neighborhood disputes iii. Social services 1. take reports, provide information, assist the public c. Historical development i. Two developments in the 1930s changed the nature of patrol 1. greatly increased use of patrol car 2. development of Uniform Crime Report ii. Crime suppression 1. traditionally regarded as the most important patrol function 2. more area could be covered and response time shortened 3. create the impression of a police “omnipresence” 4. further isolated the officer from the community iii. Development of radio and telephone 1. changed patrol from proactive to reactive iv. Patrol is once again attempting to regain knowledge and awareness of the neighborhood 1. changed emphasis from incident oriented to problem oriented 2. changed emphasis from responding to problems to solving problems that relate to or cause crime v. Terrorism and patrol 1. target oriented a. assess likely targets in their districts 2. event analysis
  • 77. a. police should be aware of important celebrations, ideologies, and anniversaries of known activists, terrorists d. Patrol methods i. Two most dominate methods are by foot and by automobile 1. foot patrol a. resurgence of foot patrol b. may effect a slight reduction in crime c. primarily reduces citizens’ fears of crime and changes the nature of police-citizen interactions ii. Use of motorcycles, motor scooters, three-wheeled vehicles, planes, bicycles, helicopters, horses, boats e. Use of patrol resources i. Patrol staffing 1. one-officer versus two-officer units a. One-officer units produced more arrests. Fewer citizen complaints, less expensive ii. Resource determination 1. comparative approach a. involves comparing one or more cities, using a ratio of police officers per 10,000 population unit iii. Resource allocation 1. two important variables for determining allocation a. location and time i. dividing the community into beats ii. shifts 2. the greater the number of problems or calls for service, the smaller the size of the beat and the more concentrated the resources iv. Computerized crime mapping 1. assists officers about where to concentrate their patrol activities 2. computer-aided dispatch (CAD) 3. ICAM a. Information Collection for Automated Mapping b. developed to help beat officers focus on problem solving
  • 78. II. Focused Interventions a. Directed patrol i. More proactive, uses uncommitted time for a specified activity, and is based on crime and problem analysis ii. Identify hot spots and hot times for crime and allocate personnel accordingly b. Proactive arrests and crackdowns i. Proactive arrests are initiated by the police and focus on a narrow set of high-risk targets ii. Crackdowns are intensive, short-term increases in officer presence and arrests for specific types of offenses or for all offenses in specific areas iii. Residual deterrence 1. some crime reduction continues even after the crackdown has ended iv. deterrence decay 1. a lessening of the crime deterrent effect 2. crackdowns might be more effective if they are limited in duration and rotated across crime targets or target areas c. Guns and gang violence i. Kansas City Gun Experiment (1995) 1. specific deterrence was where the goal was to focus on the seizure of illegal weapons from targeted offenders 2. general deterrence was where the goal was to maximize motor vehicle stops as a sign of increased police presence 3. specific deterrence strategies appear to be more effective than general deterrence strategies ii. Pittsburgh’s Firearm Suppression Patrol (FSP) iii. Boston Gun Project (1996) 1. cease-fire strategy a. an attempt to deter the particular problem of gang-related violence iv. Cincinnati Initiative to Reduce Violence (CIRV) 1. conflict between street groups is responsible for a large portion of urban violence
  • 79. 2. early assessments show a decline in gang-related violence d. Focused Deterrence Initiatives i. Also known as “pulling-levers policing” 1. based on the premise that conflict between street groups over issues of respect is responsible for a large portion of urban violence and that reaching out to these groups and their members with a specific deterrent message and offers of assistance to escape a violent lifestyle can reduce violence 2. individuals identified through this process are brought together with law enforcement, social service agencies, and community members at what are referred to as offender notification meetings, “call in” sessions or forums where a specific deterrent message is conveyed ii. Most well-known initiative is Boston Gun Project 1. also known as the ceasefire strategy a. emphasized a team approach and involving local and federal police and other justice system agencies. b. also included community and private sector strategies i. educational and employment opportunities e. Policing disorder: Zero-tolerance and quality-of-life policing i. Based on broken windows theory ii. Quality-of-life policing f. Problem-oriented policing focused on disorder i. SMART—Specialized Multi-Agency Response Team III. Reactive Arrests and Domestic Violence a. Minneapolis Domestic Violence Experiment (1984) i. Implemented mandatory-arrest policies b. Dual arrest i. Police arrest both parties in intimate violence cases c. Police pursuits i. Departments need policies regarding police pursuits 1. violent felony only pursuit policy 2. restrictive policy 3. judgmental policy ii. Foot pursuits
  • 80. IV. The Investigative Function a. Historical development i. In the mid-1850s to early 1900s, the detective was more like a “secretive rogue” ii. Due process revolution b. Terrorism and investigation i. Needs to be proactive ii. Investigation remains highly individualized and disjointed from the rest of the department c. Intelligence-led policing i. Involves intelligence analysis of data collected through improved data collection and sharing systems ii. Requires organizational changes V. Selected Research on Investigative Operations a. Advances in physical evidence: AFIS and DNA i. Two relatively recent developments in physical evidence are likely to have a significant impact on investigative effectiveness 1. automated fingerprint identification system (AFIS) a. allows for fingerprints recovered at a crime scene to be compared with thousands of other prints on file in department’s computer system 2. DNA testing a. allows for the comparison of human cell materials found at a crime scene to find a match between two samples i. usually blood, semen, and hair b. Career criminal programs i. Some research suggests that between 7 to 10 percent of individuals are responsible for committing 50 to 60 percent of crimes ii. Repeat Offender Project (ROP) c. Bias crime programs i. One study found that bias crime clearances were higher in departments where police responses to these crimes emphasized specialized investigations and arrest
  • 81. d. Detective-patrol relationships i. Different status between investigators and patrol officers e. Enticement and entrapment i. When the police provide both the opportunity and the intent to commit a crime ii. Sting operations Chapter Summary Chapter Eight focuses on police field operations. This involves the patrol function of the police. The goals of patrol include crime prevention and deterrence, apprehension of offenders, creating a sense of community security and satisfaction, and traffic control. Two critical developments occurred in the 1930s that changed the nature of the patrol officer. One was the increased use of the patrol car. The other was the development of the Uniform Crime Reports. The police have gone from a proactive approach to reactive approach. The police respond when called. The two most dominate methods of patrol are by automobile and by foot. Controversy exists concerning the use of one-person or two-person patrol cars. Studies indicate that one-person cars make more arrests, filed more formal crime reports, received fewer citizen complaints, and were less expensive. The 1970s and 1980s saw a resurgence of foot patrol. The officers had been removed from contact with the citizens because of the patrol car. For foot patrol to be successful, it must be implemented in areas in which officers can interact with citizens. The size of the foot patrol beat should be small enough that it may be covered once or twice per shift. One method used to determine the appropriate number of police personnel for a city is the comparative approach. This approach involves comparing one or more cities, using a ratio of police officers per 10,000 population unit. This method is the most frequently used. In allocating resources, location and time are the most
  • 82. important variables. Once these variables are known, then the department would know how best to deploy personnel. Computerized mapping assists some departments in helping officers focus on problem solving. Police time may be better spent focusing on directed patrol and hot spots. Directed patrol is more proactive, using uncommitted time for a specified activity, and is based on crime and problem analysis. The police may use their time more effectively by focusing on hot spots, places where most crimes occur, and hot times, the times when the crimes may occur. The police will have to rely on research to establish the spots and times. The police may be more proactive and initiate more contact with citizens. Crackdowns would be a way for the police to be more proactive. Crackdowns may be more effective if they are limited in duration and rotated across crime targets and target areas. The evidence appears to support the notion of an initial deterrent effect on some offenses, as well as support for the notion of residual deterrence. This occurs when crime reduction continues even after the crackdown has ended. Another area of proactive enforcement by the police was with guns and gangs. Several studies have been conducted with the police cracking down on illegal weapons and violent behavior by gangs. Quality-of-life policing is based on the broken-windows theory. The police will not tolerate even minor crimes. This should improve the quality-of-life in the neighborhoods and indirectly lead to a lower rate of serious crime. The police response to domestic violence has lead to mandatory-arrest policies being implemented. Analysis of police pursuits have also called for agencies to adopt policies regarding when to pursue and when to back away. Police departments are encouraged to develop proper policy and guidelines regarding police pursuits, either on foot or in a vehicle. Some departments have a violent felony only pursuit policy. Others utilize a restrictive policy or a judgmental policy. A few agencies discourage all vehicle pursuits.
  • 83. In addition to the patrol function, the police have an investigative function. The patrol officers may conduct the initial investigation but it is the detective, or investigator, that handles the follow-up investigation. The detective is to determine if a crime has been committed, to identify the perpetrator, apprehend the perpetrator, and to provide evidence to support a conviction in court. Investigations must change to some extent with respect to the threat of terrorism. Police investigation may need to become more proactive. Also, investigation units need to integrate themselves with the rest of the department and redirect their functional focus. A recent management innovation related to investigations is intelligence-led policing. This involves intelligence analysis of data collected through improved systems. Detectives should abandon crime control through apprehension as a principle goal of investigations. They should focus on justice. Detectives should look for clear crime patterns and utilize problem solving strategies to prevent crime. While being proactive, the police must be concerned with enticement and entrapment. If the police provide both the opportunity and the intent to commit a crime, they police may be guilty of entrapment and the charges against the suspect may be dismissed. 7 Chapter Seven SELECTION AND DEVELOPMENT Key Terms
  • 84. Andragogy Peace Officer Standards and BFOQ Training (POST) Career growth Pedagogy Cognitive learning Police training officer (PTO) Deescalation of force Problem based learning training Disparate impact methods Education Procedural justice Field training officer (FTO) Screening in Four-fifths rule Screening out In-service training Specialized training Job task analysis Training Lateral entry Chapter Outline I. Recruitment a. Recruitment Methods b. Targeting Females and Minorities c. Targeting the Service Oriented II. Selection a. Pre-employment Standards b. General Suitability c. Pre-employment Testing d. Recruit Screening Methods e. Americans with Disabilities Act III. Development a. Recruit Training b. Program Orientation c. Philosophy and Instructional Methods d. Curriculum Development and Content e. Curriculum Updates f. Effectiveness of Recruit Training g. Field Training h. Career Growth IV. Summary
  • 85. V. Critical Thinking Questions VI. Notes VII. References VIII. Suggested Website for Further Study Lecture Outline I. Recruitment a. The initial step in the selection process b. Recruiting methods i. Newspaper ads ii. Career fairs iii. Internet c. Targeting females and minorities i. Strategies needed to increase the number of female and minority applicants ii. Jordan et al. (2009) a. 18 percent of agencies used a targeted recruitment strategy b. a positive relationship found between the annual recruiting budget and the number of applications from women and minorities and the number hired c. special entry conditions d. starting pay e. higher education d. Targeting the service oriented i. Hiring in the Spirit of Service (HSS) II. Selection a. Validity i. The degree to which a measure actually assessed the attribute it is designed to measure b. Reliability i. Measures ability to yield consist results over time c. Title VII i. Prohibits discrimination in the workplace ii. Griggs v. Duke Power Company (1971)
  • 86. a. held that an employer’s requirement of a high school diploma and two standardized written tests for a position disqualified a higher percentage of blacks and could not be shown to be related to job performance b. disparate impact c. four-fifths rule a. selection method can be considered to have legally disparate impact when the selection rate of a group is less than 80 percent of the most successful group iii. Albemarle Paper Company v. Moody (1975) a. selection and promotion tests or standards must be shown to be related to job performance iv. Davis v. City of Dallas (1985) a. upheld the department’s requirement of 45 college credits v. Bona fide occupational qualifications (BFOQ) a. permissible under Title VII d. Job task analysis i. Identifies behaviors necessary for adequate job performance e. Preemployment standards i. Age ii. Height and weight a. Vanguard Justice Society v. Hughes (1979) a. Found this as evidence of gender discrimination iii. Vision a. relaxed over the years iv. Physical agility and strength v. Residency vi. Education f. General suitability i. Background investigation a. candidate’s criminal history and history of drug use a. Davis v. City of Dallas (1985) i. Upheld the department’s requirement that applicants cannot have recent or excessive histories of marijuana use b. Shield Club v. City of Cleveland (1986) i. Upheld drug-testing requirement and the rejection of
  • 87. applicants who tested positive for narcotics, amphetamines, or hallucinogenics ii. Polygraph examination a. some jurisdictions have made such testing illegal iii. Psychological condition a. has become more common over the past decade iv. Psychological testing to screen in candidates v. Medical condition a. virtually all departments have certain medical requirements g. Preemployment testing i. Written exam ii. Validity of written exams iii. Written exams and performance iv. Too smart for policing v. Personal interview vi. Americans With Disabilities Act a. prohibits discrimination against qualified individuals with a disability b. blanket exclusions of individuals with a particular disability are not permissible h. Recruit Screening Methods i. A variety of methods are employed a. criminal records checks b. background investigations c. driving record checks d. personal interviews e. medical exams and drug testing f. physical agility tests g. written aptitude tests h. polygraph examination ii. Selection of candidates is time-consuming and expensive i. Americans with Disabilities Act i. Purpose is to eliminate barriers to equal employment opportunity and to provide equal access to individuals with disabilities to the programs, services, and activities delivered by government entities
  • 88. III. Development a. Recruit training i. Peace Officer Standards and Training (POST) ii. Program orientation a. stressful training a. like military boot camp or basic training b. nonstressful training a. more of an academic environment iii. Philosophy and instructional methods a. training a. the process of instructing the individual how to do the job b. education a. the process of providing a general body of knowledge on which decisions can be based as to why something is being done c. pedagogy a. the art and science of teaching children d. andragogy a. the art and science of helping adults learn b. recruits would benefit from such an approach with respect to topics that are relevant to community policing e. cognitive learning a. focuses on the process that establishes valid thinking patterns iv. Problem-based learning (PBL) a. incorporates adult learning principles in attempting to help students develop problem-solving, critical thinking, and self- directed skills b. occurs in a collaborative environment where communication skills are stressed v. Curriculum development and content a. mission statement and ethical considerations b. job task analysis c. median number of hours of recruit training was 761 hours vi. Diverse nature of subject matter a. firearm skills b. self-defense skills
  • 89. c. health and fitness d. patrol investigations e. emergency vehicle operations f. first aid/CPR b. Program Orientation i. Whether training should be stressful or non-stressful a. basic training versus academic environment ii. Training environments tend to vary by type of academy a. county police b. state police c. sherriff’s office d. municipal police c. Philosophy and Instructional Methods i. Philosophy revolves around two primary approaches a. training a. the process of instructing the individual how to do the job by providing relevant information about the job i. deals with specific factors and procedures b. education a. the process of providing a general body of knowledge on which decisions can be based as to why something is being done while performing the job i. broader in scope and is concerned with theories, concepts, issues, and alternatives b. andragogy and pedagogy i. pedagogy is the art and science of teaching children ii. andragogy it’s the art and science of helping adults learn c. cognitive and problem-based learning i. training that goes beyond learning a specific skill or task and instead focuses on the process that establishes valid thinking patterns ii. problem-based learning incorporates adult learning principles in attempting to help students develop problem-solving, critical thinking, and self-directed skills with respect to subject matter d. Curriculum Development and Content e. Curriculum updates
  • 90. i. Ethics and integrity ii. Deescalation of force a. non-aggressive behavior that reduces violence b. anger management and conflict resolution iii. Communication iv. Conducted Energy Devices (CEDs) a. commonly referred to as Tasers b. used as a means to deescalate force v. Juveniles a. nearly all departments include training on juveniles b. focuses on how interacting with teens may need to differ from interacting with adults a. Importance of perceived treatment c. Connecticut and training on youth a. Effective Police Intervention with Youth vi. Mentally ill a. an increasingly important issue that few departments have training for b. study suggested that methods ranked highest by police as effective training methods for dealing with this population was videos and use of small group discussions a. Role playing was rated significantly lower vii. Effectiveness of recruit training a. organizational culture f. Effectiveness of Recruit Training g. Field training i. FTO program ii. PTO program a. utilizes problem based learning h. Career growth i. Individual development as well as for a specific position with the department ii. In-service training a. primary purpose is the regular updating of all members of the department in a wide variety of subjects b. generally last 1–2 weeks and offer relatively limited coverage