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Date: April 29, 2024 Mon
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Results for police agencies
22 results foundAuthor: van der Spuy, Elrena Title: Police and Crime Prevention in Africa: A Brief Appraisal of Structures, Policies and Practices Summary: This report provides a short appraisal of police services in a select number of sub-Saharan countries regarding their involvement in the prevention of crime. The country case studies included are Kenya, Nigeria, South Africa, Tanzania and Uganda. Details: Montreal: International Centre for the Prevention of Crime, 2008. 83p. Source: Internet Resource; Draft Year: 2008 Country: Africa URL: Shelf Number: 118679 Keywords: Crime PreventionPolice (Kenya, Nigeria, South Africa, Tanzania, UgPolice Agencies |
Author: Victoria. Office of Police Integrity Title: Flexible Work Practices for Policing Summary: Flexible work practices refer to workplace policies and processes that enable a workforce to respond to changing circumstances. For Victoria Police this means being able to respond to changes in crime and criminal activity, to meet changing community expectations, and to adapt to changes in law and order policy and peace-keeping priorities. This review considers flexible work practices in two contexts - the needs of individuals and the needs of Victoria Police as an organization. Details: Melbourne: Office of Police Integrity, 2010. 40p. Source: Internet Resource; Issues Paper No. 1 Year: 2010 Country: Australia URL: Shelf Number: 118291 Keywords: Police AdministrationPolice AgenciesPolice Schedules |
Author: Brasnett, Laura Title: Understanding Overtime in the Police Service Summary: This report provides an understanding of the drivers of overtime and the practices used for managing overtime in police forces across England and Wales. Details: London: Home Office, 2010. 28p. Source: Internet Resource Year: 2010 Country: United Kingdom URL: Shelf Number: 118811 Keywords: Police AdministrationPolice AgenciesPolicing (U.K.) |
Author: Maguire, Edward Title: Implementing Community Policing: Lessons from 12 Agencies Summary: This report examines the implementation of community policing in 12 local police agencies across the U.S., drawing conclusions from tangible and visible phenomena about what community policing means to the agencies claiming to practice it. It describes and analyzes the experiences of local law enforcement agencies and the lessons learned as they work to define, make sense of, and implement community policing, and synthesizes what was learned in eight community policing topic-specific chapters. While there is no one-size fits-all approach to implementing community policing or any other innovation, this report offers police officials at all levels, from patrol officers to police chiefs, ideas that can be used in their own organizations to help implement effective community policing throughout the U.S. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2009. 211p. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 119203 Keywords: Community PolicingLaw EnforcementPolice AdministrationPolice Agencies |
Author: Langton, Lynn Title: Gang Units in Large Local Law Enforcement Agencies, 2007 Summary: This report presents data from the first nationwide study of specialized police units dedicated solely to addressing gang activity. The report details the operations of gang units, including intelligence gathering approaches, investigational tactics, gang suppression techniques, law enforcement agency support work, and gang prevention activities. Other topics include the characteristics of gang unit officers, officer training and gang unit selection requirements, intelligence sharing, and gang unit collaboration with other criminal justice agencies. The report also provides information on the types of gangs and gang activities handled by gang units, and the characteristics of jurisdictions served by gang units. Highlights include the following: In 2007, 365 of the nation's large (100 or more sworn officers) police departments and sheriffs' offices had specialized gang units, employing a median of 5 officers per unit and more than 4,300 full-time equivalent sworn officers nationwide; Most gang units focused more on developing specialized knowledge about area gangs, gang members, and gang activities than on suppression and support functions; Over 60% of gang units spent the greatest percentage of time either gathering gang intelligence (33% of units) or investigating gang activities (32%) in 2007; and Nearly all (98%) specialized gang units shared criminal intelligence information with neighboring law enforcement agencies. Details: Washington, DC: U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics, 2010. 15p. Source: Internet Resource: Accessed October 18, 2010 at: http://bjs.ojp.usdoj.gov/content/pub/pdf/gulllea07.pdf Year: 2010 Country: United States URL: http://bjs.ojp.usdoj.gov/content/pub/pdf/gulllea07.pdf Shelf Number: 119994 Keywords: Gang UnitsGangsPolice AgenciesPolicing |
Author: Canada. Statistics Canada. Canadian Centre for Justice Statistics Title: Police Resources in Canada, 2010 Summary: This report is based upon data collected through the annual Police Administration Survey conducted by Statistics Canada. This survey collects data on police personnel and expenditures from each police service in Canada. Data presented in this report represent police personnel as of May 15, 2010 and final expenditures for the calendar year ending December 31, 2009 (or March 31, 2010 for the few police services operating on a fiscal year). Details: Ottawa: Statistics Canada, 201o. 50 p. Source: Internet Resource: Accessed April 11, 2011 at: http://www.statcan.gc.ca/pub/85-225-x/85-225-x2010000-eng.pdf Year: 0 Country: Canada URL: http://www.statcan.gc.ca/pub/85-225-x/85-225-x2010000-eng.pdf Shelf Number: 121302 Keywords: Police AdministrationPolice AgenciesPolice OfficersPolicing (Canada) |
Author: Police Executive Research Forum Title: Is the Economic Downturn Fundamentally Changing How We Police? Summary: This report is not the first that PERF has published on the topic of the economic crisis that has been impacting police departments since 2008. In January 2009, we conducted a survey of police departments and found that nearly two-thirds of them were already preparing plans for an overall cut in their funding for the next fiscal year. And we produced a report with the title, Violent Crime and the Economic Crisis: Police Chiefs Face a New Challenge. Over the last 23 months, there has been a growing discussion about whether a “new normal” is being imposed on police agencies, about whether budget cuts are causing permanent changes in how we do our business. Thus, the title of this new report: Is the Economic Downturn Fundamentally Changing How We Police? So this report does not just tell a story about yesterday. Now we are telling a story about yesterday, today, and tomorrow. The basic facts reflect a harsh reality. A new survey that we conducted in September 2010 found that slightly more than half of the responding police departments suffered cuts in their total funding in the 2010 fiscal year, and among those agencies, the average cut was 7 percent. Furthermore, 59 percent of those departments are preparing to cut their budgets again in 2011. Overall, among all departments surveyed, there has been a 3-percent decrease in the average number of sworn officers. This report recounts compelling stories, as told by police chiefs who attended a Summit we held in Washington on September 30, 2010, of what those cuts mean in terms of daily police operations. The cuts mean layoffs, unpaid furloughs, reductions in officer training and in the development of technology, elimination of special units such as gang and drug units, and other ways of reaching budget targets. Details: Washington, DC: PERF, 2010. 52p. Source: Internet Resource: Critical Issues in Policing Series: Accessed September 16, 2011 at: http://www.policeforum.org/library/critical-issues-in-policing-series/Econdownturnaffectpolicing12.10.pdf Year: 2010 Country: United States URL: http://www.policeforum.org/library/critical-issues-in-policing-series/Econdownturnaffectpolicing12.10.pdf Shelf Number: 122755 Keywords: Costs of Crime (U.S.)Costs of Criminal JusticeEconomicsPolice AdministrationPolice Agencies |
Author: Police Executive Research Forum Title: Violent Crime and the Economic Crisis: Police Chiefs Face a New Challenge: PART I Summary: If there is one thing that police chiefs can count on, it’s that they will constantly be faced with new challenges and problems. Less than a year ago, the issues at the top of many chiefs’ agendas had to do with recent spikes in violent crime, dealing with gang-related crime, and for some departments, the hot-button issue of immigration enforcement at the local level. But then came the 2008 economic crisis, and with it the reductions in many local jurisdictions’ tax bases. Suddenly, the most pressing issue for many chiefs was how they were going to manage 5-percent cuts in their current-year budgets, with 10- or 20-percent cuts next year, and who knows what after that. Should they cut some programs to the bone in order to avoid any reductions in sworn personnel? Or cut some sworn personnel in order to avoid devastating damage to training programs or needed technological upgrades? And what will the cuts mean to the progress that has been made in crime control and community policing? None of the choices look good, and it doesn’t help that chiefs had little or no warning of the budget calamity. But that is the world of local police executives — every day, tough decisions that cannot be avoided. This report reflects the upheavals that have occurred in recent months. It is part of PERF’s Critical Issues in Policing series, which for several years has aimed to track the issues of greatest concern to police departments. We talk to chiefs every day and hear what’s on their minds; we conduct surveys to gather information on the emerging issues; and we hold Summits where chiefs and mayors come together to talk about their problems and compare notes about the solutions they are developing. This year, we conducted our Critical Issues survey in the last week of July, and began by asking chiefs for their latest crime statistics, as we have done several times since we first noticed that violent crime levels in many cities spiked in 2005. We also asked about the factors that chiefs saw as contributing to the crime problems in their jurisdictions. But as we were writing the questions for this year’s survey, it already was becoming clear that the national economy was in serious trouble. Many of the bad headlines did not come until later — Lehman Brothers, Merrill Lynch, AIG, Washington Mutual, Wachovia, the $700-billion financial industry rescue bill, and the auto industry crisis, to name a few. But the Bear Stearns collapse and Fannie Mae and Freddie Mac bailouts had already occurred, and we were already hearing anecdotal reports that police budgets were being hurt. So we added some questions to our survey about the economic crisis, and the results were startling. As detailed later in this report, nearly 40 percent of the responding agencies said they had already experienced a decrease in their operating budgets. Details: Washington, DC: PERF, 2009. 60p. Source: Internet Resource: Critical Issues in Policing Series: Accessed September 16, 2011 at: http://policeforum.org/library/critical-issues-in-policing-series/VCrime&EconomyI.pdf Year: 2009 Country: United States URL: http://policeforum.org/library/critical-issues-in-policing-series/VCrime&EconomyI.pdf Shelf Number: 122757 Keywords: Costs of Criminal JusticeEconomicsPolice Administration (U.S.)Police Agencies |
Author: Moloeznik, Marcos Pablo Title: Final Report: A Comprehensive Assessment of the Municipal Police of Ciudad Juárez Summary: On September 26, 2011, the Justice in Mexico Project presented the results of its latest Justiciabarómetro survey, titled: Diagnóstico integral de la policía municipal de Ciudad Juárez (in Spanish), which was developed in collaboration with the Colegio de Chihuahua, the Colegio de la Frontera Norte, and the Comisión Nacional Para Prevenir y Erradicar la Violencia Contra Las Mujeres de la Secretaría de Gobernación. The survey builds on the findings of a similar study conducted one year earlier in Guadalajara, and was implemented for the Justice in Mexico Project by the polling firm Data Opinión Pública y Mercados (DATA-OPM). Along with the Guadalajara survey, this study of the Ciudad Juárez police department, conducted in represents one of the largest independent studies of a police force ever published in Mexico. Focusing on the border city of Ciudad Juárez, adjacent to El Paso, Texas, this study focuses on one of the country’s most important industrial cities and, at the time the survey was implemented, the most violent municipality in Mexico. This study surveyed 75% of the 3,146 municipal police officers serving the roughly 1.3 million inhabitants of Ciudad Juárez. This survey was conducted in June 2010, during the worst year of violence since rival organized crime groups began fighting for control of drug trafficking routes through this major trade corridor. In October 2010, a new mayoral administration took office, introducing new measures to improve the local police department. This study therefore provides a snapshot of the department as the new administration took over, and a useful baseline for evaluating what progress has been made over the last year. Among the key findings of the survey were severe deficiencies in training and equipment, a lack of merit-based hiring criteria and civil service protections, high levels of distrust among law enforcement personnel, and severe problems of coordination with state and federal law enforcement agencies. Over half the force indicated that they do not have the equipment that they need to do their job, including adequate police uniforms, and half said that the condition of available equipment was bad (33%) or very bad (17%). Respondents demonstrated a basic knowledge of proper law enforcement protocols, but also expressed a strong demand (47%) for more training. 85% said that they have no opportunity to practice the proper use of a firearm on a regular basis, 55% indicated that they do not receive any breaks during their shift, and a significant portion (47%) indicated that they do not have adequate time to exercise during their shift. Among various questions on law enforcement integrity, 60% of respondents indicated that honesty is the most important virtue of a police officer, but only 40% believed that it was the virtue most present on the force. Notably, on a scale of 0 to 4, roughly 65% indicated that the the level of corruption was at 2 or higher and 36% of respondents felt that the level was above 3. In terms of where corruption is located, 44% of respondents indicated that it was found at the highest levels, 29% indicated that corruption was found at all levels, and the remainder indicated corruption was found only in at lower or middle management levels. Such problems reflect systemic problems common in police departments in Mexico (as evidenced by the aforementioned survey in Guadalajara), and will no doubt take considerable time to redress. In the meantime, monitoring by the Justice in Mexico Project suggests that the security situation has improved moderately in Ciudad Juárez, with at least a 30% decline in homicides in 2011 compared to 2010. Many credit Ciudad Juárez’s newly appointed police chief, Julian Leyzaola, for achieving a dramatic drop in drug violence. As chief of Tijuana’s police department during 2007-2010, Leyzaola presided over a dramatic decline in drug related violence during his tenure in office, an achievement that many hope will now be replicated in Ciudad Juárez. This survey helps to measure many of the challenges the department faces, and sets a baseline for evaluating reform efforts over the coming years. Details: San Diego: Trans-Border Institute , University of San Diego, Justice in Mexico Project, 2011. 52p. Source: Year: 2011 Country: Mexico URL: Shelf Number: 123643 Keywords: Drug TraffickingOrganized CrimePolice (Mexico)Police AgenciesPolicingViolence |
Author: Volunteers in Police Service Title: Volunteers in Police Service Add Value While Budgets Decrease Summary: While the current economic crisis has led law enforcement agencies to have to cut staff and programs, the use of volunteers remains consistent or, in some cases, has increased. Many agencies have responded to the tough financial climate by training and placing volunteers in duties not previously performed by volunteers. To help agencies think creatively about potential volunteer roles, the latest VIPS publication, Volunteers in Police Service Program Add Value While Budgets Decrease, highlights innovative ways agencies around the country are engaging citizens and increasing their reach in the community. Details: Alexandria, VA: Volunteers in Police Service, 2011. 46p. Source: Internet Resource: Accessed January 18, 2012 at: http://www.policevolunteers.org/resources/pdf/volunteers_police_service_add_value_while_budgets_decrease.pdf Year: 2011 Country: United States URL: http://www.policevolunteers.org/resources/pdf/volunteers_police_service_add_value_while_budgets_decrease.pdf Shelf Number: 123656 Keywords: Police AgenciesPolice BudgetsPolice DepartmentsVolunteers |
Author: Police Executive Research Forum Title: Policing and the Economic Downturn: Striving for Efficiency Is the New Normal Summary: This report provides details about PERF’s 2012 survey of law enforcement agencies, which found that 41 percent of responding departments were planning budget cuts for their next fiscal year. This was an improvement over a PERF survey two years earlier, which found that 61 percent of those same agencies were planning budget cuts. The report also includes a number of case studies of law enforcement agencies that have developed innovative strategies for dealing with significant budget cuts, including the departments in Corpus Christi, TX; Camden, NJ; Lane County, OR; and Manchester, England. Details: Washington, DC: PERF, 2013. 48p. Source: Internet Resource: Critical Issues in Policing Series: Accessed February 16, 2013 at: http://policeforum.org/library/critical-issues-in-policing-series/Economic_Downturn.pdf Year: 2013 Country: International URL: http://policeforum.org/library/critical-issues-in-policing-series/Economic_Downturn.pdf Shelf Number: 127645 Keywords: Costs of Crime (U.S.)Costs of Criminal JusticeCriminal Justice ExpendituresEconomicsPolice AdministrationPolice AgenciesPolice Budgets |
Author: Sparrow, Malcolm K. Title: Crime Reduction as a Regulatory Challenge Summary: The police profession has much to gain by recognizing its kinship with a broad range of regulatory professions. Law-enforcement agencies, security and intelligence organizations, and social regulatory agencies all exist primarily to protect society from a variety of harms. Such harms include crime, pollution, occupational hazards, transportation hazards, corruption, discrimination, various forms of exploitation, food contamination, terrorism, and risks from unsafe commercial products. The core task for such organizations is to identify harms, risks, dangers, or threats of one kind or another, and then either eliminate them, reduce their frequency, mitigate their effects, prevent them, or suppress them; and, by so doing, provide citizens higher levels of safety and security. Agencies with risk-control tasks at the core of their mission are a special breed, and can learn a great deal from one another. They are fundamentally different from the other half of government, which provides citizens with services such as education, health care, welfare, or public transportation systems. Enforcement and regulatory agencies accomplish their task principally by constraining the behavior of citizens or industry. They deliver protection from harm primarily through the delivery of obligations, and they use the coercive power of the state to back up that delivery! They may, on occasions, restrict business practices, seize property, suspend licenses, and even deprive individuals of their liberty or life. Not surprisingly, given their use of such powers, these agencies are scrutinized and criticized more for their uses and abuses of power than for their uses and abuses of public funds. The price paid by society—in terms of governmental intrusion, loss of liberty, and imposed restrictions—has to be worth it in terms of risks reduced, harms prevented, or dangers mitigated. The vogue prescriptions used to improve governments’ performance over the last 30 years, largely imported from the private sector, have provided little instruction in relation to these distinctive risk-control tasks. The management guidance available has focused on customer service, business process improvement, and quality management,1 much less on the challenges of operational risk-control, behavior modification, compliance management, or the structuring of enforcement discretion around specific harm-reduction objectives. Risk-control agencies have been left to fend for themselves, to invent their own more particular brand of reforms, and to seek more specialized and relevant sources of inspiration. Details: Cambridge, MA: Regulatory Policy Program Mossavar-Rahmani Center for Business and Government Harvard Kennedy School, 2013. 18p. Source: Internet Resource: RPP-2013-10: Accessed May 30, 2013 at: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/RPP_2013_10_Sparrow.pdf Year: 2013 Country: United States URL: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/RPP_2013_10_Sparrow.pdf Shelf Number: 128878 Keywords: Police AdministrationPolice AgenciesPolice PerformancePolicing (U.S.) |
Author: Zajac, Gary Title: An Examination of Pennsylvania State Police Coverage of Municipalities Summary: This study explores issues surrounding the provision of police services by the Pennsylvania State Police (PSP) to municipalities in Pennsylvania that either have no police department at all, or that have only a part-time police department. In most states, there is a strong county sheriff system, where the sheriff's department has full police powers and serves as the police force for any municipalities within the county that do not have their own police departments. In those states, the state police primarily serve highway patrol and investigative support functions. However, Pennsylvania is one of a handful of states, mostly in the Northeast and Mid-Atlantic regions, where county sheriffs are more limited in their police powers, and the responsibility for policing municipalities without a full-time police department falls primarily upon the state police. This study measured the level of PSP service provision to municipalities that had no or only a part-time police force sometime during the 2006-2010 period. Specifically, this study examined the numbers of municipalities receiving patrol services and their rural/urban breakdown; the levels of patrol service provided; as well as the specific types of incidents to which PSP responded to in these municipalities. The amount, type, and distribution of revenue the Commonwealth received from municipalities in return for patrol services were also explored. Details: University Park, PA: Justice Center for Research, Pennsylvania State University, 2012. 47p. Source: Internet Resource: Accessed January 16, 2014 Year: 2012 Country: United States URL: http://justicecenter.psu.edu/research/documents/PSPFinalReportJusticeCenterversion.pdf Shelf Number: 131775 Keywords: Police AgenciesPolice BudgetsPolice Services (Pennsylvania) |
Author: CIRCA Group Europe Limited Title: Reserve Police Forces. An investigation into roles, responsibilities, training and deployment; and Danish Police Servivce, best practice alternative Summary: The purpose of the research was twofold: - To identify how many of the original EU-15 countries have a part-time reserve police force - To explore at greater depth a number of aspects of selected part-time reserve police forces. The methodology covered the following phases: a survey of the original EU-15 member states to identify which states had a reserve police force and a telephone survey of five countries - Canada, Finland, New South Wales (Australia), the Netherlands and Scotland. A 'reserve police force' in the context of this report is defined as a part-time police force who's members have other full-time occupations and whose duties are usually limited to 8 hours or 4 hours duty per week. They are known as 'Special Constables' in the UK, Australia and Canada. In the European Union of 15 members, 12 countries have no reserve police force. The following countries do have a reserve police force: - UK - England, Scotland, Wales and Northern Ireland - The Netherlands - Germany The other 12 of EU-15 Member States do not have a reserve police force. They are Austria, Belgium, Denmark, France, Finland, Italy, Ireland, Greece, Luxemburg, Portugal, Spain and Sweden. Details: Dublin: CIRCA Group Europe, 2006. 113p. Source: Internet Resource: Accessed February 23, 2015 at: http://www.gra.cc/Circa_Garda_Reserve_Report-4-1-.pdf Year: 2006 Country: International URL: http://www.gra.cc/Circa_Garda_Reserve_Report-4-1-.pdf Shelf Number: 134669 Keywords: Police AgenciesPolicing (Europe)Special ConstablesVolunteers |
Author: Copple, James E. Title: Law Enforcement Recruitment in the 21st Century: Forum Proceedings Summary: The President's Task Force on 21st Century Policing identified recruitment, training, and retention as priorities for the future of law enforcement. Because of their importance to advancing community and police relations, the task force included them in the first pillar - Trust and Legitimacy - of their final report. And in a follow-up meeting with task force members, the President asked the COPS Office to continue to explore new hiring and policies and practices. In response, the COPS Office hosted the Law Enforcement Recruitment in the 21st Century forum with Strategic Applications International. This report covers the discussions of the forum's participants, drawn from law enforcement, civil rights, and other stakeholder groups. The forum's goals were to identify ways to improve recruitment programs, practices, and strategies with a special emphasis on diversity; to better understand how the image of law enforcement impacts recruiting efforts; and to provide action steps for developing and enhancing recruitment strategies. Details: Washington, DC: Office of Community Oriented Policing Services, 2017. 32p. Source: Internet Resource: Accessed February 7, 2017 at: https://ric-zai-inc.com/Publications/cops-w0830-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0830-pub.pdf Shelf Number: 140837 Keywords: DiversityEqual Employment OpportunitiesMinorities in PolicingPolice AgenciesPolice Hiring PracticesPolice OfficersPolice Policies and PracticesPolice Recruitment and Selection |
Author: Morrison, Kevin P. Title: Hiring for the 21st Century Law Enforcement Officer: Challenges, Opportunities, and Strategies for Success Summary: The American policing profession may be facing the most fundamental questioning of its legitimacy in decades. The very essence of policing is being debated in many cities, often because of controversial video recordings of police officers’ actions. Community trust has eroded, and the professionalism of the police is being questioned. At the same time, far too many officers are being killed in the line of duty, in many cases in cowardly ambush attacks. All of this has made community members and police officers concerned about their safety and has prompted leading police officials to go back to the beginning and take a fresh look at the police officers they are hiring. Do the officers represent the values of our communities? Do they share the philosophy of policing that we are developing for the 21st century? Do they have the skills and talents they will need to do the job we want them to do? Policing used to be a profession shared within families from generation to generation. We all know families that count many officers among their sons and brothers and uncles, and sometimes their daughters, sisters, and aunts as well. But, sadly, these days when PERF gathers a large group of seniorlevel police executives together for a meeting and I ask them, “How many of you would like to see your children become tomorrow ’s police officers?” very few, if any, raise their hands. The country is facing a looming crisis in the hiring of police officers. Agencies continue to rely on hiring standards that were created decades ago, for a different philosophy of policing and a different generation of police officer candidates—even while many cities are having trouble finding enough suitable candidates to keep up with retirements and fill vacant positions. Today’s young people considering a job in policing expect agencies to be quicker, more nimble and transparent in their hiring processes and decision making—and for many young people, especially in minority communities, policing is not seen as an appealing career choice in the current climate. However, there are signs of hope, innovation, and change. At the September 13, 2016, forum "Hiring for the 21stst Century Law Enforcement Officer," police agency leaders, labor representatives, professional association executives, academicians, civil service managers, and others directly involved in police hiring discussed the issues facing the profession and explored new ideas and approaches. Their experiences and insights, presented in this report, provide a valuable resource that should help agencies of all sizes better understand the common challenges they face. Details: Washington, DC: Office of Community Oriented Policing Services, 78p. Source: Internet Resource: Accessed February 7, 2017 at: https://ric-zai-inc.com/Publications/cops-w0831-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0831-pub.pdf Shelf Number: 146020 Keywords: Equal Employment OpportunitiesMinorities in PolicingPolice AgenciesPolice Hiring PracticesPolice Recruitment and Selection |
Author: Cole, Christine M. Title: The Collaborative Reform Initiative Process: Experiences of Selected Sites Summary: Since the launch of the Collaborative Reform Initiative for Technical Assistance (CRI-TA) in 2011, interest in and support for this approach to improving trust between police agencies and the communities they serve has grown significantly. As of the writing of this report, 16 law enforcement agencies have been launched as CRI-TA sites. Given this increase in participation and investment, the COPS Office and others are interested in understanding how participating jurisdictions experience the Collaborative Reform process. This study compares and contrasts how the CRI-TA process unfolded across sites in order to shed light on elements that were similar, elements that differed, things that worked well, and areas in need of improvement. The sites reviewed in this report are the Las Vegas (Nevada) Metropolitan Police Department, Spokane (Washington) Police Department, Philadelphia (Pennsylvania) Police Department, Saint Louis County (Missouri) Police Department, Fayetteville (North Carolina) Police Department, Salinas (California) Police Department, and Calexico (California) Police Department. Oneon-one and group interviews were conducted across an array of stakeholders, including representatives from three key groups: (1) COPS Office staff (both current and former), (2) technical assistance (TA) providers and their subject matter expert (SME) partners, and (3) police agency personnel. In addition to speaking with key stakeholders, the team from the Crime and Justice Institute (CJI) reviewed available documents that could shed some light on the CRI-TA process. The specific methodology and associated limitations are discussed in the text. What is working well Overall, sites typically found that the intense, time-limited assessment process and resultant findings and recommendations served as a catalyst for change and gave participating departments direction. Sites generally felt that the findings in their respective assessment reports were fair and accurate and that the recommendations were reasonable and feasible, although there were some exceptions. The flexibility of the CRI-TA program and its ability to be tailored for diverse local contexts were also identified as positive elements. Additionally, we heard repeatedly of the legitimizing effect of the U.S. Department of Justice (DOJ)'s involvement. Sites reflected that in many instances they were aware of the work their department needed to do, but having the federal government as the source brought enhanced credibility. Several stakeholders mentioned that the voluntary nature of Collaborative Reform makes a participating police agency appear proactive about reforms and organizational transformation, unlike being forced to make reforms through a consent decree or settlement with the DOJ. Perceptions of collaboration There was no consensus on what collaboration means in the context of CRI-TA. We heard varying responses from stakeholders regarding which of the involved entities were actually the collaborators, including the participating police agency, the community, the local city or county government, the COPS Office, and the TA providers. We also heard varying responses on which points during the multiyear process should and should not be collaborative efforts. Furthermore, a number of people also noted that the meaning of collaboration has shifted since the Initiative’s formal launch in early 2012. The extent of collaboration between the TA team and the site representatives was generally deemed strong at the earlier sites, but some felt it has been decreasing at the later sites. Details: Washington, DC: Office of Community Oriented Policing Services, 2017. 57p. Source: Internet Resource: Accessed February 15, 2017 at: https://ric-zai-inc.com/Publications/cops-w0835-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0835-pub.pdf Shelf Number: 150546 Keywords: CollaborationPartnershipsPolice AgenciesPolice Reform |
Author: Collins, Megan Title: Assessment of the Collaborative Reform Initiative in the Las Vegas Metropolitan Police Department: A Catalyst for Change Summary: The Office of Community Oriented Policing Services (COPS Office) at the U.S. Department of Justice launched the Collaborative Reform Initiative for Technical Assistance for Technical Assistance (CRI-TA) in 2012 with the Las Vegas Metropolitan Police Department (LVMPD) as the first site. Under CRI-TA, law enforcement agencies facing significant issues that may impact public trust undergo a comprehensive assessment, are provided with recommendations on how to address those issues, and receive technical assistance to implement such recommendations. Over two years have passed since LVMPD’s final CRITA report was published in May of 2014 and formal oversight was complete. The COPS Office granted the Crime and Justice Institute (CJI) at Community Resources for Justice an award to assess the extent to which the reforms that were borne of CRI-TA have had an impact and have been sustained since the formal partnership ended. This report reflects the findings of a nine-month assessment of LVMPD which examined existing data from LVMPD and collected input from 74 individuals within the Department representing a range of ranks and perspectives. In sum, we found that the CRI-TA has been an important catalyst for meaningful and sustained change at the LVMPD. The message and priorities of Collaborative Reform have permeated the entire Department, as the over 70 members of the Department with whom we spoke were generally supportive of the reforms and the work that was done under CRI-TA. Use of force was a key component of the CRI-TA in Las Vegas and the overall sentiment was that the culture of LVMPD related to use of force has evolved positively since the beginning of the CRI-TA process. In addition, the Department has made positive progress in the level of transparency around officer involved shootings. It is also clear that LVMPD is continuing to make genuine and authentic efforts to engage, communicate, and develop personal relationships with a vast cross-section of the community. While some of the changes were underway prior to CRI-TA, CRI-TA provided additional support and motivation to build upon and strengthen such changes. The LVMPD is focused on being a learning organization. They learn from experience and strive continuously to improve. Once the formal monitoring phase of CRI-TA was completed, the Department not only remained committed to the changes, they continued to further advance the work that was started under CRI-TA. Based on our review of materials, content, and interviews, all provided by LVMPD, it is evident that the Department has been committed to proactively and continuously improving, while supporting officers' and community perspectives. We believe that CRI-TA has been a vehicle for organizational transformation, which does not happen overnight and any change in the culture of a police department takes time. Indeed, LVMPD had embarked on a path of reform in 2010 and the Department’s participation in Collaborative Reform starting in 2012 further advanced and strengthened their efforts. Specific key findings are: 1. The Department has made notable and sustained efforts to make progress toward verbal and tactical de-escalation 2. The Department has made impressive progress toward increased transparency and increased information sharing around officer involved shootings (OIS) and use of force (UOF). 3. The Department has continued to make efforts to engage with the community in authentic ways. 4. The number of OIS has declined notably since the start of CRI-TA (a 36 percent reduction from 25 OIS in 2010 to 16 in 2015). However, study of OIS data over the past two decades demonstrates little long term change in the annual average number of OIS, despite year-to-year variation. 5. There has been no discernable impact on the number of officer injuries. However, the share of injured officers seeking hospital treatment has increased in recent years. The reasons for this increase are unclear as it could be the result of more serious injuries or changes in how injuries and hospital treatment are documented. 6. Strong leadership on the part of the Sheriff, both Sheriff Lombardo and Sheriff Gillespie, has been a critical factor in making many of the positive changes possible. 7. Because Department leadership has worked to ensure that individuals at all levels of LVMPD feel commitment and a sense of ownership, there are high hopes for sustainability. 8. Because the Department has instituted sophisticated systems of review related to OIS that can trigger changes in policy, training, and operations, there are high hopes for sustainability Details: Washington, DC: Office of Community Oriented Policing Services , 2017. 50p. Source: Internet Resource: Accessed February 15, 2017 at: https://ric-zai-inc.com/Publications/cops-w0834-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0834-pub.pdf Shelf Number: 145321 Keywords: CollaborationPartnershipsPolice AgenciesPolice ReformPolice-Community Relations |
Author: Pakistan Institute of Legislative Development and Transparency Title: Police System in Pakistan: Position Paper Summary: In Pakistan, the crisis of law and order has worsened over the years. Unfortunately, the primary law-enforcing agency of Pakistan has been deemed as progressively incapable of managing its increased obligations, especially in overcoming serious crimes and combating terrorism. The Police in Pakistan suffer from much criticism for their inefficiency, public dealing, and are often accused of corruption and politicisation. Since independence, there has been no real or significant progress to reform and restructure the police system inherited from colonial times. Very few attempts at reform have been made thus far, which have also been criticised as outmoded and ineffective on the ground. A case in point is the Police Order of 2002, promulgated on 14 August 2002, which replaced the more than century-old Police Act of 1861 in all four provinces of Pakistan. However, this promulgation does not extend to the Islamabad Capital Territory (ICT), Gilgit-Baltistan (GB) or Azad Jammu and Kashmir (AJK). This Position Paper highlights specific crippling elements of the implementation machinery of the police system that include: politicisation in the process of induction and promotions, budget constraints, and weak infrastructure amongst others. The few civil society initiatives taken by NGOs in police reform and in addressing the stigma of this institution in Pakistan has contributed towards raising awareness of policing practices and performance, exposing misconduct and calling for transparency and effective accountability of police, as well as championing reform. However, despite all efforts on the ground, the desired reforms can only be initiated at the policy level through a dedicated strategy for reform which accounts for key variables such as structure and balance of power between federal and provincial governments, and between provincial and local governments; role of institutions such as judiciary, military, and political parties in administrative affairs of the country; the role of public prosecutors and defence lawyers; the leadership of police at a particular point in time; and, attempts towards strengthening the legitimacy of police from an adversarial institution to one enjoying community and public confidence. The Position Paper provides a set of recommendations to bring about reforms in the police system of Pakistan. The policy of 'putting the customer first' would certainly improve confidence of the public and portray an evident commitment to augment standards of public safety and police accountability. This would require the police leadership to lead and manage to achieve, at the very least, the following key objectives: 1. Security of tenure to police key appointment holders 2. De-politicisation of police 3. Adequate provision for strategic capacity building of police 4. Substantial change in the work ecology of police, especially for lower ranks 5. Adequate police budget 6. Transformation of police from a public-frightening force to a public-friendly service organisation It is pertinent to re-organise this institution so that it may become politically neutral, non-authoritarian, accountable and approachable by the community, proficiently well-organised, and, last but not least, an effective instrument of the Rule of Law. Political will and strong-minded police leadership is crucial to complete this journey of reforms. Details: Islamabad: PILDAT, 2015. 46p. Source: Internet Resource: Accessed February 17, 2017 at: http://www.pildat.org/Publications/publication/ROLR/PoliceSystemofPakistan_PositionPaper.pdf Year: 2015 Country: Pakistan URL: http://www.pildat.org/Publications/publication/ROLR/PoliceSystemofPakistan_PositionPaper.pdf Shelf Number: 146984 Keywords: Police AgenciesPolice ReformPolicing |
Author: Burton, Dominique Title: CNA Out Front: The Impact of Policing Reforms on Local Government Summary: Police reform is a national topic and interest. The term has been used for decades to encompass the many changes within policing and law enforcement departments across the country, yet it is still important and valuable today to evaluate police practices and learn how to bring about change— both intended and unforeseen. To have comprehensive evaluations and a holistic view of advancement in policing, involvement from local organizations and government agencies is crucial. Local governments play a large role in implementing resources for police departments, and their understanding and interpretation of police reform needs to be assessed as the country pushes for more departmental development. CNA, a not-for-profit organization focused on using operational analysis and applied research to solve complex issues faced by law enforcement, communities, and governments at all levels, is involved in police reform on a number of fronts. In August 2016, CNA hosted an Executive Session in Arlington, VA, to facilitate a discussion among a diverse group of representatives of local agencies and law enforcement practitioners on the impact of policing reforms on local government. 1 Law enforcement practitioners discussed the growing demand for departments to achieve more in areas such as training and technology. Representatives from local government expressed their need for a police force to reach the standards illustrated in the Final Report of the President’s Task Force on 21st Century Policing2 , but they also discussed the constraints that limited the agencies to allocating more resources. Each group of participants engaged with candor and, in many cases, expressed complementary ideas and solutions. In summarizing this Executive Session, we hope to garner greater interest, stimulate curiosity, and foster open-mindedness regarding the future of policing in America. We encourage readers to appreciate the forthrightness of the presenters and audience participants. Partnerships between law enforcement agencies and local government are prevalent due to organizational structures, yet discussions about direct impacts have not always been communicated between both parties, though such conversations are happening with the help of agencies such as CNA to facilitate them. The August 2016 Executive Session, titled The Impact of Policing Reforms on Local Government, was the sixth in a series sponsored by CNA. The participants in this Executive Session offered numerous suggestions for future session topics, which we are currently considering. If you are able to suggest any additional topics after reading this summary, please send them to the CNA Justice Team at SMARTJustice@cna.org. Details: Arlington, VA: CNA Analysis & Solutions, 2016. 21p. Source: Internet Resource: Accessed February 17, 2017 at: https://www.cna.org/CNA_files/PDF/CIM-2016-U-014066.pdf Year: 2016 Country: United States URL: https://www.cna.org/CNA_files/PDF/CIM-2016-U-014066.pdf Shelf Number: 146987 Keywords: Police AgenciesPolice ReformPolicing |
Author: Rosenbaum, Dennis P. Title: Measuring Police Organizations and their "Life Course": The National Police Research Platform Summary: The National Police Research Platform has developed and field tested a new methodology for studying police organizations in the 21st century. This methodology uses online surveys of agency employees; surveys that can be repeated annually with a large and diverse sample of agencies. The primary goals of this initiative are to (1) create a vehicle (the Platform) that will continuously advance our knowledge of police organizations and practices, thus strengthening the science of policing; and (2) provide regular and timely feedback to police agencies and policy makers that will help move the policing profession in the direction of evidence-based "learning organizations." The principal strength of the Platform is its capacity to (a) generate detailed data on police organizations that are not routinely available from Law Enforcement Management and Administrative Statistics (LEMAS) and other mail surveys, (b) generate data on how police organizations change over time, and (c) create this information for a larger and more diverse sample of agencies than is routinely available for analysis. If the scope of the platform is developed to its full potential, police in organizations around the nation will be able to track and assess their own changes in a framework that allows meaningful comparison with other similar agencies. This can be the basis for police organizations making well-informed decisions about how to deal with a wide range of organizational issues. Details: Washington, DC: National Police Research Platform, 2011. 16p. Source: Internet Resource: Research Overview: Accessed May 18, 2018 at: https://www.nationallawenforcementplatform.org/wp-content/uploads/2017/04/Measuring-Police-Organizations-full-report.pdf Year: 2011 Country: United States URL: https://www.nationallawenforcementplatform.org/wp-content/uploads/2017/04/Measuring-Police-Organizations-full-report.pdf Shelf Number: 150263 Keywords: Police AdministrationPolice AgenciesPolice OrganizationsPolice Reform |
Author: Police Executive Research Forum Title: Violent Crime and the Economic Crisis: Police Chiefs Face a New Challenge: PART II Summary: PERF first became aware in the summer of 2008 that the national economic crisis was beginning to have a negative impact on police budgets. PERF was able to take a quick snapshot of the dimensions of the problem in July 2008, by including several questions about the economy in a previously planned survey of police agencies. That survey showed that 39 percent of responding agencies had already experienced a decrease in their operating budgets. In December 2008, PERF followed up with a new survey focusing entirely on how the economic recession was affecting police department budgets and on whether local police were noticing increases in crime or changes in crime patterns that they believed could be attributed to the economy. The new survey showed that the situation was deteriorating rapidly; 63 percent of the responding police agencies said they were preparing plans for an overall cut in their total funding for the next fiscal year. And in a large majority of cases, the police officials indicated that they were not merely making contingency plans for budget cuts "just in case"; of those who said they are planning cuts, 88 percent said they have already been told to expect cuts by their mayor, city council, or other governing authority. On average, the responding agencies said they are planning a cut of 6.24 percent in their overall funding level. PERF President John Timoney, chief of police in Miami, noted that the fact that local police agencies were being cut was a startling indication of how seriously municipal budgets were being hurt. "Police departments usually are among the last agencies to be cut when the economy turns bad, because elected officials see public safety as a top priority and try to find other places to cut," Chief Timoney said. "The fact that most police departments currently are being asked to make cuts is an indication of how badly this recession is affecting local tax bases." Details: Washington, DC: PERF, 2009. 44p. Source: Internet Resource: Critical Issues in Policing Series: Accessed November 19, 2018 at: https://www.policeforum.org/assets/docs/Critical_Issues_Series/violent%20crime%20and%20the%20economic%20crisis%20part%20ii%202009.pdf Year: 2009 Country: United States URL: https://www.policeforum.org/assets/docs/Critical_Issues_Series/violent%20crime%20and%20the%20economic%20crisis%20part%20ii%202009.pdf Shelf Number: 153509 Keywords: Costs of Criminal Justice Economics of Crime Police Administration (U.S.) Police Agencies |