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Date: April 30, 2024 Tue
Time: 1:18 am
Time: 1:18 am
Results for police administrators
6 results foundAuthor: Bond, Brenda J. Title: Facing the Economic Crisis: Challenges for Massachusetts Police Chiefs Summary: Police chiefs across Massachusetts are embroiled in an extraordinary management struggle – balancing unrelenting public safety demands while adapting to drastic reductions in resources. The general public may not instinctively think of local police chiefs as executive-level managers engulfed by the financial and operational effectiveness of their organizations, but the exceptional financial state of the Commonwealth and municipalities requires a new level of human and financial management by police chiefs and local administrators. There remain high expectations from the community and local officials as a result of community policing and increased community participation in public safety and increased pressures for transparency and accountability. The interplay between these factors calls for a more sophisticated system for managing the contemporary police organization. More than simply “top cops,” today’s police chiefs must serve as a public safety executive, identifying ways to maintain and improve public safety in the face of rapidly declining resources, increasing costs, and limited flexibility in this time of economic adversity. To understand the experiences and challenges of local police chiefs, we interviewed six (6) Massachusetts police chiefs who represent the Commonwealth’s “Middle Cities.” In-depth interviews offered insight into the operational, strategic and community challenges facing police chiefs as a result of the state’s current economic crisis. Police chiefs reported on the significant management resources directed towards developing and revising budgets, an inescapable side-effect of the constantly changing financial environment. While their experiences and strategies mimic many in the private and non-profit sectors, the pressures surrounding budgetary decision making are decidedly different for public safety managers. Investments in community policing strategies are being tested, and increasing expectations to demonstrate value to citizens and civic leaders alike create additional pressures on public safety leaders. The chiefs interviewed expressed frustration with two common and reasonable demands: to engage with the public in a meaningful and valuable way and direct sufficient resources to emergency calls for service. While the chiefs have been able to balance these proactive and responsive services, they report that it is increasingly difficult to do. Financial predictions for the coming fiscal years are dismal, and chiefs are holding on to those strategies which allow them to get the biggest bang for their buck. These chiefs believe that safe and thriving communities require continued investment in proactive work and emergency response strategies, and they believe community economic development is directly linked to public safety. As a result, the chiefs are being strategic in the way that they address resource shortfalls. Grant programs from state and federal governments allow the chiefs to address technology or equipment shortcomings, among other gaps, and their agencies aggressively pursue these resources. Further, they are committed to partnerships with local, state, federal, non-profit organizations, and the community. Through these partnerships they work to sustain the many gains achieved through the adoption of community and problem-oriented policing. The community connections, innovative and proactive engagement, and resource multiplication that have been realized through these partnerships have helped them get through this time of financial shortfall. This paper provides a brief account of experiences and challenges facing police chiefs in several midsized cities in Massachusetts, the factors which impact their decision making and the strategies they utilize, and discusses the various ways in which chiefs are adapting to changing financial and social contexts. Details: Boston: Pioneer Institute, 2010. 24p. Source: Internet Resource: White Paper, No. 58: Accessed September 2, 2011 at: http://www.pioneerinstitute.org/pdf/100426_facing_economic_crisis.pdf Year: 2010 Country: United States URL: http://www.pioneerinstitute.org/pdf/100426_facing_economic_crisis.pdf Shelf Number: 122617 Keywords: CollaborationCosts of Criminal JusticeEconomicsPartnershipsPolice AdministratorsPolicing (Massachusetts) |
Author: Abela, Graham John Title: Early Identification of Police Leadership Potential in Alberta Police Services Summary: This dissertation explored the early identification of leadership potential within municipal policing in the province of Alberta. The municipal members of the Alberta Association of Chiefs of Police participated in this mixed methods sequential exploratory research design consisting of two phases. Phase 1 consisted of a number of face-to-face interviews which were analyzed using Creswell’s (2009) method for analyzing qualitative interviews. The results of Phase 1 formed the basis for an E-Survey deployed in Phase 2 of this research, which included the utilization of a modified Thurstone Scale. The results of Phase 1 and Phase 2 were combined and four criteria were identified by participants in their identification of early leadership potential: a) five identified indicators of leadership potential, b) leadership potential as seen by others, c) leadership potential as seen from within, and d) leadership potential as perceived by leaders. These four criteria established the foundation for the development of the Police Leadership Potential Model. When the criteria are used in conjunction with one another, it describes the exemplar junior officer with leadership potential in Alberta. The Police Leadership Potential Model may have utility in succession planning, and human resource practices within the Alberta municipal police sector. Details: Calgary, Alberta: University of Calgary, Graduate Division of Educational Research, 2012. 176p. Source: Internet Resource: Dissertation: Accessed March 29, 2012 at: http://www.policecouncil.ca/reports/Abela%20Identifying%20Police%20Leaders.pdf Year: 2012 Country: Canada URL: http://www.policecouncil.ca/reports/Abela%20Identifying%20Police%20Leaders.pdf Shelf Number: 124766 Keywords: Police Administration (Alberta, Canada)Police AdministratorsPolice LeadershipPolice Performance |
Author: Stephens, Darrel W. Title: Strategic Communication Practices: A Toolkit for Police Executives Summary: Strategic Communication Practices: A Toolkit for Police Executives was developed to help police executives communicate more effectively with their communities and organizations. It addresses the changes in the news media and how that has affected the way people obtain information. It is designed to provide greater insight into communications strategies and planning. It will provide examples of strategic communications plans and how police have used various communications tools to more effectively reach their community. It is a companion piece and builds on the 2010 Major Cities Chiefs Association/COPS Office white paper – Key Leadership Strategies to Enhance Communication. Details: Washington, DC: Community Oriented Policing Services, U.S. Department of Justice, 2011. 128p. Source: Internet Resource: Accessed April 15, 2012 at http://www.cops.usdoj.gov/Publications/e081129395_Strategic-Comm-Practices-Toolkit_rev.pdf Year: 2011 Country: United States URL: http://www.cops.usdoj.gov/Publications/e081129395_Strategic-Comm-Practices-Toolkit_rev.pdf Shelf Number: 124946 Keywords: CommunicationsPolice AdministratorsPolice PerformancePolice-Community Relations |
Author: Herrington, Victoria Title: Return on Investment from Public Safety Leadership Education: An Impact Evaluation of the AIPM Graduate Programs Summary: The AIPM delivers two graduate-level programs: the Graduate Certificate in Applied Management, and the Graduate Diploma in Executive Leadership. These programs service the needs of police and emergency services in Australia and New Zealand, as well as further afield, and have been running in one form or another since 2002. Whilst there is considerable anecdotal evidence to suggest that these programs are well received by participants, and valued by the jurisdictions that sponsor participants' attendance, these programs have never before been formally evaluated for their impact on leaders' behaviour, and the flow on benefits to organisations. This report presents data from such an evaluation. A mixed-methods approach was adopted and data were collected between March 2012 and November 2013. Data were collected from course participants both before and after their engagement in the graduate program; from former course participants who had completed their studies between 12 and 24 months prior; from the managers of course participants; and from jurisdictional stakeholders. KEY FINDINGS The graduate programs were positively regarded by participants, managers and stakeholders, and had notable impacts on individual behaviour and workplace practice. This led to significant benefits for organisations. Specifically: - The graduate programs had a statistically significant and positive impact on confidence in ones leadership skills. - The graduate programs had a statistically significant and positive impact on self-reported behaviour in the five domains of the Leadership Capability Framework: setting strategic direction, achieving results, building and managing relationships, communicating with influence, and personal drive and integrity. - The graduate programs had a statistically significant impact on confidence and behaviour associated with policing and industry-relevant skills. - The small opportunity sample of managers interviewed largely concurred with participants' behavioural self-assessments following their graduate program, suggesting that self-assessments were accurate reflections of workplace behaviour. Two notable exceptions were the achieving results and personal drive and integrity domains, where manager assessments were more positive. - Qualitative data from former students showed that they had implemented their learning from the graduate program in a number of ways. The impact of which had led to enhanced staff wellbeing, productivity, and improved outcomes against organisational goals. - Qualitative data from former students also suggested that leadership development was an ongoing process, and continued beyond the end of the graduate program, with workplace experience marrying well with their formal learning to lead to exponential benefits over time. - The return on investment (ROI) to organisations for sending employees to AIPM graduate programs was calculated using an established formula, but as with all ROI calculation caution must be used in interpreting the results because of the number of assumptions involved. Nonetheless the calculated ROI for the graduate programs ranged from 164% to 3326% depending on the hypothesised duration of the training effect. Organisations can expect a 164% return on investment if the impact of the training lasts for one year, and a 3326% return on investment if it lasts for the remainder of the individual's career (estimated at 13 years). In conclusion, this research represents a methodologically robust evaluation of the AIPM's graduate programs and draws on multiple sources of data. To our knowledge, there have been no similarly robust evaluations of police leadership programs to date across the world, and as such this research represents an important contribution to knowledge. That these findings indicate that AIPM's graduate programs have a significant impact on leadership behaviour in line with the expectations of sponsoring organisations, and that there seem to be considerable organisational gains to be had from this ongoing investment, should be of interest to sponsoring organisations, further highlighting the importance of this work. Of course, and as with all research, there are limitations that need to be considered. Accurately assessing the longitudinal impact of these programs is one area that requires further investigation. Details: Manly, NSW: Australian Institute of Police Management, 2014. 57p. Source: Internet Resource: Accessed July 11, 2014 at: http://www.aipm.gov.au/wp-content/uploads/2014/04/ROI-from-PS-Education-March-2014.pdf Year: 2014 Country: Australia URL: http://www.aipm.gov.au/wp-content/uploads/2014/04/ROI-from-PS-Education-March-2014.pdf Shelf Number: 132650 Keywords: Police AdministrationPolice AdministratorsPolice Education and Training (Australia) |
Author: Schafer, Joseph A. Title: Perceptions of ineffective police leaders Summary: Most police (and - indeed - most public safety professionals) would be able to call to mind a leader that they have worked with who they regarded as ineffective. Perhaps this leader was too directive, or conversely, too laissez-faire. Perhaps this leader was dogmatic, or lacked warmth. Whatever it is about an ineffective leader, we tend to know it when we see it, although pinning down exactly what our discontent stems from can be difficult. Professor Joseph Schafer from the Southern Illinois University took up this challenge and sought to unpack what it is about ineffective leaders that we dislike. In this paper Professor Schafer explores officer perceptions of ineffective leadership, and concludes by helpfully grouping these shortcomings into those that we might be able to intervene with through leader development, and those less receptive to change. Importantly, Professor Schafer concludes with the caution that we are all a hair's breadth away from ineffectiveness, and perhaps the most important task for an emerging leader is to be aware of one's own shortcomings, because they will undoubtedly be visible to those whom one seeks to lead. Details: Manly, NSW, AUS: Australian Institute of Police Management, 2014. 8p. Source: Internet Resource: Research Focus, Vol. 2, Issue 3: Accessed October 1, 2014 at: http://www.aipm.gov.au/wp-content/uploads/2014/09/Research-Focus-Vol2Iss3-2014.pdf Year: 2014 Country: Australia URL: http://www.aipm.gov.au/wp-content/uploads/2014/09/Research-Focus-Vol2Iss3-2014.pdf Shelf Number: 133532 Keywords: Police Administration (Australia)Police Administrators |
Author: Porter, Louise Title: The role of leadership in promoting ethical police behaviour: The findings of qualitative case study research Summary: Key findings This study focuses on issues of leadership and organisational ethics. It is based on 41 in-depth interviews - three with chief officers and at least five with frontline officers in each of five case study forces from England and Wales. The aim of the research was to explore the impact that senior leadership was perceived to have on ethical police behaviour, particularly that of those officers and staff in frontline roles. Its key findings were as follows: - Overall, the large majority of interviewees felt there had been a positive shift in the style of police leadership in recent years. There was a general sense leaders had moved away from an autocratic style to a more inclusive and open approach. Most current leaders in the five study forces were seen as consultative and good communicators. - Interviewees found it difficult to disentangle the factors that constituted effective leadership in general from those that specifically promoted ethical behaviour. The belief that ethical behaviour was a "natural consequence" of effective leadership was common. - A range of opinions about leadership styles were evident in all study forces, though the importance of honesty, integrity, visibility, transparency, and consistent and clear messages were emphasised, and reportedly had a clear impact on morale. - Evidence suggested that leaders were seen as both figureheads and role models for conduct. Setting values and standards, and communicating and enforcing those standards fairly, were also key themes raised in all interviews. - With the exception of autocratic leadership (which was mainly used to describe former chief officers), most interviewees felt that different styles could promote ethical behaviour. - Demonstration of transformational and participative leadership styles was seen as important, particularly by senior leaders. Visibility and communication were seen as key dimensions of leadership that offered opportunities to encourage organisational commitment, as a result of it increasing the credibility of leaders among staff and a belief in shared values and goals. - Elements of transactional leadership were also thought important for staff behaviour and morale, particularly in terms of encouraging appropriate standards through the consistent and fair application of reward and sanction within the organisation. - For many, successful leadership in fostering ethical behaviour was seen to come through flexibility and balance in leadership style. The nature of policing - with its high levels of discretion and specific vulnerabilities towards misconduct (e.g. contact with criminals) - reportedly meant leadership needed to be both transformational and transactional. - Comments from the majority of chief officers and frontline staff supported the idea that a more open and democratic style of leadership secured a better commitment to organisational values and promoted ethical behaviour. - While leadership was seen as important at all levels, first line supervisors were thought to have more of an influence than chief officers as they were the day-to-day role models for behaviour for most people. The provision of support to, and the empowerment of, frontline supervisors was, therefore, seen as particularly crucial. - The research highlighted the need for senior leaders and supervisors to be more aware of, and self-reflective about, leadership styles and processes and the impact these can have on the ethical behaviour of staff. Notably, while performance expectations need to be set and aligned with wider force priority and integrity frameworks, there was a widespread view that a narrow performance focus could have negative consequences. Details: Ryton-on-Dunsmore, UK: College of Policing, 2015. 64p. Source: Internet Resource: Accessed April 2, 2015 at: http://whatworks.college.police.uk/Research/Documents/150317_Ethical_leadership_FINAL_REPORT.pdf Year: 2015 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/150317_Ethical_leadership_FINAL_REPORT.pdf Shelf Number: 135134 Keywords: Police AdministratorsPolice BehaviorPolice Ethics (U.K.) |