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Date: April 29, 2024 Mon
Time: 9:15 pm
Time: 9:15 pm
Results for costs of policing
7 results foundAuthor: Griffiths, Curt Taylor Title: Civilianization in the Vancouver Police Department Summary: The Vancouver Police Department is currently in the midst of an Operational Review that is examining key components of the organization and delivery of policing services. The core projects within the review are: 1) a study of overtime; 2) an examination of patrol and investigative deployment; 3) a study of the opportunities for civilianizing positions in the Department; and, 4) operationalization of the Strategic Plan. This report presents the findings and recommendations from the civilianization study. It identifies a number of positions currently occupied by sworn officers that could be filled by specially-trained civilians and, as well, provides data on the cost implications of civilianizing these positions. This report sets out a policy on civilianization that can be used to guide the assessment of future positions that may be developed within the Vancouver Police Department. As well, the report addresses the issues of developmental positions in the Department, the need to accommodate officers who are on reduced duty, the potential opportunities for additional shared services between the Vancouver Police Department and the City of Vancouver, and the current situation regarding sworn officer secondments to other police duties. Details: Vancouver, BC: Vancouver Police Department, 2006. 344p. Source: Internet Resource: Accessed March 28, 2011 at: http://vancouver.ca/police/assets/pdf/studies/vpd-study-civilianization.pdf Year: 2006 Country: Canada URL: http://vancouver.ca/police/assets/pdf/studies/vpd-study-civilianization.pdf Shelf Number: 121141 Keywords: Civilian EmployeesCivilian Police OfficersCosts of PolicingPolice AdministrationPolice OrganizationPolicing (Vancouver, Canada) |
Author: Kiedrowski, John Title: The Civilianization of Police in Canada Summary: This report examines the purported benefits and challenges of employing civilians instead of sworn police officers to do different types of police work in Canadian police services. The key research question is what, if any, are the economic benefits (in terms of actual net savings achieved) and non-economic benefits of civilianization of employees working in administration, special uniformed services, investigative services, and specialized technical areas. The report's main focus is a practical one: to provide information useful to police executives, police boards and municipal governments in developing policy with regard to how civilian employees can be most cost-effectively and efficiently deployed to achieve major policing objectives. The research was carried out through a comprehensive literature review of civilianization in Canada, the United States (U.S.), and Great Britain. Twenty one police services responded to the survey while ten participated in follow-up interviews. Civilians were most likely to be employed in administration and specialized support and least likely in uniformed services and investigative services. While the lower salaries and benefits paid to civilians compared to sworn officers do offer some cost savings, the lower pay and lower status of civilians in police organizations is associated with problems in morale and employee turnover. A key finding of both the literature review and empirical research is that the overall costs of policing may not be reduced as the number of sworn officers does not necessarily decline with increased hiring of civilian employees. Indeed, the overall number of police personnel (both sworn and civilian) continues to rise and with it increased costs. A barrier to civilianization is the continued reluctance, for a variety of reasons, on the part of police executives and police associations as well as police boards and other governance bodies to reduce the numbers of uniformed sworn police officers, even with increased civilian staff hiring. The literature also suggests that when employee cuts have been made the preference is to cut civilian employees and not sworn officers. Details: Ottawa: Public Safety Canada, 2017. 82p. Source: Internet Resource: Research Report: 2015-R042: https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/2015-r042/2015-r042-en.pdf Year: 2017 Country: Canada URL: https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/2015-r042/2015-r042-en.pdf Shelf Number: 144775 Keywords: Civilian EmployeesCivilian Police OfficersCosts of PolicingPolice ReformPolicingPrivate Security |
Author: Green, David B. Title: A Different Shade of Blue: An .Evaluation of the Civilian Detective Concept and Its Impact on Police Capabilities Summary: Financial distress and shrinking police candidate pools have diminished cities' abilities to protect the public. This thesis examines the manner in which cities have adapted by using civilians to perform the duties of sworn detectives-specifically, whether this practice enhances cities' contributions to public safety. Nine law enforcement organizations across the country that applied this policy were analyzed. It focused on cost implications, impacts on investigative and emergency response capabilities, job qualifications, training standards, scope of duties, and overall efficacy. Similar themes include the ability of cities to reduce costs and to achieve equivalent work output from civilian personnel. Dissimilar themes surrounded the reasons cities adopted the policy and how they trained the personnel. From the analysis, this thesis determined that the use of civilian personnel does enhance cities' contributions to public safety. This thesis also identified a need for a uniform national framework for policy adoption and for state peace officer accrediting commissions to develop guidelines for training and certification. Details: Monterey, CA: Naval Postgraduate School, 2016. 75p. Source: Internet Resource: Thesis: Accessed June 21, 2017 at: http://calhoun.nps.edu/handle/10945/48528 Year: 2016 Country: United States URL: http://calhoun.nps.edu/handle/10945/48528 Shelf Number: 146330 Keywords: Civilian EmployeesCosts of PolicingDetectivesPolice Civilian EmployeesPolice InvestigationPolice PersonnelPolice RecruitsPolice Training and Education |
Author: Maryland. Office of Legislative Audits Title: Department of State Police - Workforce Civilianization. Opportunities Exist to Increase Civilian Employment Summary: Scope In the April 2016 Joint Chairmen's Report, it was noted that certain non-law enforcement positions within the Department of State Police (DSP) are performed by sworn troopers and could be performed instead by lower cost civilian personnel, freeing up trooper positions for law enforcement. The budget committees requested the Office of Legislative Audits (OLA) to study the personnel policies of the Department of State Police (DSP) and make recommendations on how to increase civilianization at DSP. The recommendations were to include classifying each job type as best being performed by sworn personnel, civilian personnel or either; the number of sworn trooper personnel functioning in positions that could be performed by civilian personnel; and an estimate of cost savings to be realized. Finally, the Report requested that the results of our review be submitted to the budget committees by November 1, 2016; however, in September 2016, the Joint Chairmen extended the submission deadline to January 2, 2017. Objectives Our objectives were: 1. to assess any DSP personnel policies related to the use of sworn trooper and civilian positions for performing functions within the various DSP Bureaus and units; 2. to identify non-law enforcement positions, such as administrative and support related, within DSP performed by sworn troopers that could be performed by lower cost civilians; and 3. to determine if DSP periodically conducted a similar civilianization analysis. We did not assess the justification or need for those identified positions and functions presently filled by sworn troopers within the context of DSP's mission. Details: Baltimore: Maryland Office of Legislative Audits, 2016. 37p. Source: Internet Resource: Accessed June 21, 2017 at: https://www.ola.state.md.us/Reports/Performance/DSP-Civilianization%20-%20JCR17.pdf Year: 2016 Country: United States URL: https://www.ola.state.md.us/Reports/Performance/DSP-Civilianization%20-%20JCR17.pdf Shelf Number: 146331 Keywords: Civilian EmployeesCivilian Police OfficersCosts of PolicingPolice Civilian EmployeesPolice Personnel |
Author: Chicago. Office of Inspector General Title: Review of Opportunities for Civilianization in the Chicago Police Department Summary: The Inspector General's Office (IGO) performed an analysis of opportunities to civilianize positions in the Chicago Police Department (CPD). We examined 30 units within CPD that perform primarily non-law enforcement functions and evaluated whether each position currently filled by a full-duty sworn officer could instead be filled by a civilian. The IGO analysis covering 370 full-duty sworn positions concluded that 292 full-time equivalent positions, or 79 percent, could be filled by civilians because they require neither the police powers granted to a sworn officer by State statute, nor the skills, knowledge, or experience specific to sworn officers. Many of the positions recommended for civilianization involve purely administrative tasks such as timekeeping, scheduling, data entry, handling phone calls, and arranging travel. Other positions require professional training not specific to police work, such as lawyers, nurses, chaplains, graphic designers, information technology specialists, accountants, and grant writers. The City could save an estimated 16 to 41 percent per position through civilianization, for a total annual savings of $6.4 million to $16.6 million depending on the salary paid to the replacement civilians. Based on our analysis, the IGO makes two recommendations: 1. CPD should civilianize the 292 full-time equivalent positions identified in this analysis. Civilianization could be implemented in one of three ways: (a) Civilianize the 292 non-enforcement positions through attrition by redeploying the sworn officers currently holding these positions into the field as vacancies in sworn enforcement positions occur, and by hiring civilians to fill the non-enforcement positions; (b) Eliminate the 292 sworn positions and hire 292 civilians; or (c) Immediately deploy all 292 sworn officers currently in non-enforcement positions to new enforcement positions, and fill the non-enforcement positions with civilians. The last option would add 292 sworn officers to enforcement positions and 292 civilians to non-enforcement positions, thus increasing total CPD headcount and personnel costs. While savings would still be achieved in the civilianized positions, total personnel costs would be higher due to the overall addition of 292 employees. 2. CPD should conduct a similar analysis for each unit. The IGO's analysis was limited to 30 primarily non-law enforcement units that were most likely to contain positions that could potentially be civilized. There are likely to be more positions in the Department that could be civilianized. The Department should conduct a civilianization analysis of all of those other units to identify additional positions that could be civilianized. Details: Chicago: Office of Inspector General, 2013. 61p. Source: Internet Resource: Accessed June 21, 2017 at: http://chicagoinspectorgeneral.org/wp-content/uploads/2013/01/IGO-Opportunities-for-Civilianization-within-CPD-Final-1-23-13.pdf Year: 2013 Country: United States URL: http://chicagoinspectorgeneral.org/wp-content/uploads/2013/01/IGO-Opportunities-for-Civilianization-within-CPD-Final-1-23-13.pdf Shelf Number: 146332 Keywords: Civilian EmployeesCivilian PersonnelCivilian Police Officers Civilian Police PersonnelCosts of PolicingPolice Personnel |
Author: San Jose (CA). Office of the City Auditor Title: Police Overtime: The San Jose Police Department Relies on Overtime to Patrol the City Due to Unprecedented Vacancies Summary: The San Jose Police Department has seen a significant increase in vacant positions. As the vacancies have increased, the Department has increasingly relied on overtime to staff regular operations. Overtime hours have increased as the Department works to patrol the City using limited staff. This increase has resulted in higher officer workload and overtime costs. As a result of the sharp increase in Department vacancies, the remaining sworn employees have shouldered an increased workload to back-fill for vacant positions. The average overtime worked by sworn personnel has doubled from 225 hours of overtime in calendar year 2008 to 450 hours in 2015. In comparison, in FY 2015-16, sworn personnel in Los Angeles and San Francisco worked about 100 hours of city overtime or less - less than a quarter of the average in San Jose. In terms of weekly amounts, sworn personnel in San Jose are working, on average, over 8.5 hours per week in overtime - nearly an extra shift. Moreover, the amount of overtime worked in the Department, despite its large volume, still does not cover the workload gap caused by high vacancies. On August 30, 2016, the City Council approved declaration of an emergency under the Meyers-Milias-Brown Act at the request of the Chief of Police to allow him the flexibility to move additional staff onto patrol. In addition, with increases in officer workload, changes in the sick leave payout policy, and a reduced ability to take vacation time, sick leave usage has increased significantly. The pattern of usage (heavier on weekends and during the summer months) indicates the potential use of sick leave to take time off in lieu of vacation or comp time. In our opinion, the Department needs to remind its staff about the City's sick leave policy, including the allowed uses of sick leave, and the impact that inappropriate sick leave use has on other officers. Further, the Department should evaluate interest in expanding the shift swap program and if sufficient interest exists, consider centralizing the process in eResource or another software solution; implement previous audit recommendations to civilianize positions in the Department; and establish a retiree-rehire program to help cope with spiraling vacancies in the Department. These items may be subject to the City's meet and confer process. Details: San Jose, CA: Office of the City Auditor, 2016. 71p. Source: Internet Resource: Accessed June 21, 2017 at: http://www.sanjoseca.gov/DocumentCenter/View/60924 Year: 2016 Country: United States URL: http://www.sanjoseca.gov/DocumentCenter/View/60924 Shelf Number: 146334 Keywords: Costs of PolicingPolice AdministrationPolice OvertimePolice PersonnelPolice Recruitment |
Author: Wheller, Levin Title: 'What works' in organisational change and business improvement? A Rapid Evidence Assessment Summary: The police service is currently facing a considerable challenge: to maintain service delivery in the light of substantial budget cuts. The service needs to be able to respond flexibly to adapt to the economic climate. Many forces are adopting business improvement techniques to examine current practices and explore where there may be scope to change processes to release savings. In some cases this requires large scale organisational change, shifting from operating in a culture where resources were plentiful and financial management was the preserve of headquarters staff, to one where they are scarce, tightly controlled and all staff are being asked to take some responsibility for efficiency savings. The NPIA Research Analysis and Information Unit (RAI) were commissioned to establish what is known about successful organisational change and business improvement to support the changes forces are being asked to make and inform NPIA programme activity in this area. This paper presents the methods used and cumulative findings of two Rapid Evidence Assessments (REAs) designed to examine what is known about effective organisational change and business improvement practices. A summary paper presenting key findings from these REAs and implications for practice is available here (summary report). Practitioners may also find it useful to look at the Continuous Improvement Self-Assessment Matrix (CI-SAM) which was developed based on findings from the REAs and workshops with practitioners. The matrix describes the elements necessary to achieve continuous improvement, together with a clear indication of the types of behaviours that should be in place in order to achieve higher levels of organisational performance and development. The first REA was conducted within a very tight timescale and was limited to systematic review evidence in order to meet time constraints. From 797 references identified by the searches, this 'review of reviews' identified 5 relevant papers which together cover a limited pool of robust experimental studies. In response to the lack of experimental evidence on this subject RAI carried out a second REA, this time relaxing the inclusion criteria to include individual evaluative studies with a minimum of a before and after measure. The second REA was conducted over a two-month period, following systematic principles, but is not exhaustive and is likely to be biased towards published sources rather than grey (unpublished) literature. The time constraints inevitably resulted in a tightly restricted scope, limited to published evidence for which electronic abstracts were available and contained within databases held by the National Police Library or obtainable from the British Library by the cut off date. The REA only covered papers published in the last twenty years, resulting in a risk that any older 'classic' studies of organisational change or business improvement may not be included. Over 11,000 references were identified by the initial searches for the second REA, and after sifting these abstracts, 178 full papers were requested. Of these, 134 were received by the cut off date. Further review of these papers found only 36 papers met the inclusion criteria (representing 0.3% of initial abstracts identified, and 27% of papers received). This paper draws together the findings from both REAs and is therefore based on a total of 41 papers, 5 studies identified in the first 'review of review' together with 36 papers from the second REA. Details: Ryton-on-Dunsmore, UK: National Policing Improvement Agency, 2012. 79p. Source: Internet Resource: Accessed July 1, 2017 at: http://whatworks.college.police.uk/Research/Documents/What_works_organisational_change_business_improvement_-_full_report.pdf Year: 2012 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/What_works_organisational_change_business_improvement_-_full_report.pdf Shelf Number: 146493 Keywords: Costs of Criminal JusticeCosts of PolicingPolice AdministrationPolice ReformPolicing |