Transaction Search Form: please type in any of the fields below.
Date: April 29, 2024 Mon
Time: 11:33 pm
Time: 11:33 pm
Results for police departments
8 results foundAuthor: 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: Weiss, Alexander Title: City of Holland, Michigan Public Safety Services Summary: In January 2009, the City of Holland, Michigan engaged a consultant to examine the delivery of public safety services in Holland. The city asked the consultants to perform a number of tasks including: • An evaluation of the management structure of the police and fire departments to determine potential consolidation of public safety management services. • A comprehensive look at both police and fire schedules to determine alternative schedules that may be more cost effective and productive. • An evaluation of developing a fully comprehensive public safety department including top management and day‐to‐day operations. • An evaluation of emergency medical services as currently provided by the fire department and alternatives to providing these services. • Evaluate support services within the police and fire departments to determine operational efficiencies and potential service provided by civilian vs. sworn police and fire officers. • Evaluate possible cooperative public safety services delivery opportunities with adjacent governmental units. • Outline procedure for implementation. • Outline cost evaluations and savings of various alternatives. This report represents the results of our inquiry. It is based on a number of sources of information including: • Extensive interviews with management and staff of the police and fire departments • Review of performance data from the police and fire departments, and from AMR the community’s EMS provider • A focus group of community leaders and key public safety stakeholders • A community forum open to the general public • Interviews with officials from neighboring jurisdictions • Site visits to the Kalamazoo Department of Public Safety. In addition, we were aided in our work by an outstanding advisory committee composed of two members of the Holland City Council, the city’s human resource and finance directors, the interim police and fire chief, two captains from the police department, three captains from the fire department, and two representatives of the police union and the fire union. Details: Evanston, ILL: Alexander Weiss Consulting, 2010. 57p. Source: Internet Resource: Accessed March 30, 2013 at: http://www.alexanderweissconsulting.com/pdf/AWC_CityofHollandFinalReport.pdf Year: 2010 Country: United States URL: http://www.alexanderweissconsulting.com/pdf/AWC_CityofHollandFinalReport.pdf Shelf Number: 128166 Keywords: ConsolidationCost-Benefit AnalysisCosts of Criminal JusticePolice DepartmentsPolicingPublic Safety Services (Holland, Michigan, U.S.) |
Author: Goff, Phillip Atiba Title: Science of Justice: City Report Summary: How do you measure justice? It is a question that has confounded scholars, activists, and public servants since before it was even asked. Yet, despite the inherent philosophical, methodological, and logistical difficulties, law enforcement executives are increasingly asked to turn over data with the aim of evaluating how fairly they are doing their jobs. Rather than shrink from this task, courageous executives are seeking out partnerships with prominent researchers to solve this riddle and lead policing in the nation with respect to civil rights and public accountability. The aim of the city reports is to provide law enforcement with a powerful tool towards that end. They are intended as a kind of roadmap of options towards the goal of ensuring equity in public safety. Too often law enforcement data are captured with an eye towards accounting or litigation, and without leveraging the data to optimize performance. The city reports are designed to help fill that gap, providing straightforward statistical answers to some of the most pressing questions that cut across law enforcement agencies. Consequently, we have organized the reports to address the most frequently asked questions we receive from both law enforcement executives and communities over our decades working with both. The questions that motivate the city report are: What data should a department collect? Are the racial disparities we observe evidence of racial bias? If there are biases, does department leadership need to train/select officers differently or should they focus on department policies? If a department does need to train or select its officers differently, what are the factors leadership should consider? And, if a department does need to focus on its policies, how should it do that? Finally, the most common questions we receive from law enforcement executives are: How am I doing? And how do I compare to everybody else? Given how pervasive these questions are, we wanted to provide law enforcement with the analytic tools necessary to understand the world in which they are operating. We have avoided unnecessarily complicated quantitative techniques where possible in order to allow for ease of comprehension and to position departments as best we can to track their progress themselves. Section 1 outlines the data a department gave us, and identifies additional data that would help to further contextualize what we were given. Section 2 prepares a department for what others will see. The analyses do not provide a strong basis for determining whether or not disparities result from bias - particularly the population benchmark analyses. But they do offer a snapshot of what an interested community might see with widely available data. In addition, Section 2 provides information on disparities in treatment after a stop that may warrant a department's attention. Section 3 uses four techniques to help a department decide whether or not any disparities that may have been observed in Section 2 warrant concerns related to biased behavior and/or policies. This section also features comparative analyses of these four indicators, revealing where the department's results stand relative to both national trends and regional ones (where data are available). Section 4 provides measurements of the extent to which observed disparities are due to officer variation as opposed to district or department-wide behaviors. Section 5 reveals how the attitudes of officers influence their orientation towards the department, its policies, and the community. Section 6 provides a unique set of analyses to assess how departmental policies advance the goals of fairness in policing. And, finally, Section 7 provides a summary of the report findings and how the department results compare to regional and national trends for departments who provided the same data. Taken together, we hope that the city report will serve as a step forward in using law enforcement data analytics to shape policing equity. Details: Los Angeles: Center for Policing Equity, 2016. 101. Source: Internet Resource: Accessed September 20, 2016 at: http://policingequity.org/wp-content/uploads/2016/07/EverytownPD.City_.Report-FINAL.pdf Year: 2016 Country: United States URL: http://policingequity.org/wp-content/uploads/2016/07/EverytownPD.City_.Report-FINAL.pdf Shelf Number: 145607 Keywords: Police AccountabilityPolice AdministrationPolice DepartmentsPolice Integrity |
Author: Police Executive Research Forum Title: Winslow, AZ Police Department Review and Assessment: Final Report Summary: In July 2016, the City of Winslow, Arizona commissioned the Police Executive Research Forum (PERF) to conduct an organizational review of the Winslow Police Department (WPD). PERF's review was broad in scope and examined WPD's policies and practices across a variety of areas, including officer training, resource deployment, internal leadership and communication, agency transparency and accountability, use-of-force tactics and training, and engagement with the community. Although the request for this review was made in the wake of a March 2016 shooting incident involving a WPD officer, the purpose of this study was not to investigate that or any other specific incident. Instead, PERF was asked to perform a broad assessment of WPD's overall policies, practices, and organizational structure, with the goal of assisting the department as it strives to improve the delivery of police services and meet the needs of the community. WPD's desire to improve these areas is in line with recommendation 1.3 of the President's Task Force on 21st Century Policing, which states that law enforcement agencies should establish a culture of transparency and accountability in order to build public trust and legitimacy. WPD has already taken several important steps towards making positive changes within the department. For example, in 2016 Winslow City Manager Stephen Pauken brought in Chris Vasquez, a retired police chief and sheriff, to serve as WPD's Interim Police Director. Under Mr. Vasquez's leadership, WPD has begun implementing an array of reforms to its policies and practices. Throughout the duration of this project, PERF found that WPD personnel, Winslow city officials, and community members were supportive and dedicated to working together as they move forward. Overall, the members of the WPD demonstrated a strong commitment to their work, and the recommendations in this report aim to ensure that WPD personnel will have the support, guidance, and tools they need to better serve the City of Winslow. Details: Washington, DC; PERF, 2017. 79p. Source: Internet Resource: Accessed June 20, 2017 at: http://www.winslowaz.gov/city-documents/4578464666 Year: 2017 Country: United States URL: http://www.winslowaz.gov/city-documents/4578464666 Shelf Number: 146312 Keywords: Police AccountabilityPolice DepartmentsPolice Education and TrainingPolice LegitimacyPolice Policies |
Author: Yukon Government Title: Sharing Common Ground. Review of Yukon's Police Force : Year One Progress Report Summary: Over the past year, Yukoners from many different backgrounds and perspectives have come together in a dedicated and forward-looking effort to respond to the needs and concerns of our communities. Individuals and organizations, First Nations, police, advocacy groups, academics and government have all made vital contributions to moving forward with a new vision for policing in Yukon. Following eight months of dialogue with citizens, and with the advice of an Advisory Committee and a team of First Nation representatives, the co-chairs of the Review of Yukon's Police Force, submitted a final report entitled Sharing Common Ground to the Minister of Justice in January 2011. This progress report outlines the achievements of the many people and organizations who have contributed to the implementation of these recommendations over the first year of Sharing Common Ground. The co-chairs, representing Government of Yukon, First Nations and "M" Division RCMP, put forward 33 recommendations that provided a blueprint for establishing a new relationship between Yukon citizens and their police. The changes they called for were intended not only to fill gaps that citizens identified, but also to build on the many existing strengths that were acknowledged during the Review. Relationships are recognized as a cornerstone of trust. As relationships form and grow, those involved gain a greater understanding and appreciation for each other and come to understand how the others think and react and why they behave as they do. As relationships are strengthened, each party learns about motivations and limitations the other party faces, and most importantly, what goals, objectives and needs they have in common. The recommendations in Sharing Common Ground all add value in themselves by addressing specific needs and concerns raised by our communities. But perhaps even more importantly, as individuals and groups share these concerns and identify issues of common concern, solutions are developed and implemented in collaboration, and opportunities for these relationships to form and for understanding and trust to grow are created. A key and recurring theme during the Review was that follow-up was necessary in order to inform citizens and governments on implementation progress. This progress report outlines the achievements of the many people and organizations who have contributed to the implementation of these recommendations over the first year of Sharing Common Ground. Details: Whitehorse: Yukon Government, 2012. 38p. Source: Internet Resource: Accessed September 25, 2017 at: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Implementation_One_Year_Update-_May_2012.pdf Year: 2012 Country: Canada URL: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Implementation_One_Year_Update-_May_2012.pdf Shelf Number: 147446 Keywords: Police AdministrationPolice DepartmentsPolice LegitimacyPolice ReformPolice-Citizen InteractionsPolice-Community Relations |
Author: Yukon Government Title: Sharing Common Ground. Review of Yukon's Police Force : Final Report on Implementation Summary: The public expects that police officers will act with integrity and that their conduct will be above reproach at all times. From time to time, police services fall short of this expectation. This can be due to the result of a single act by a police officer that offends public sensibility or through a more general decline in the quality of service over time. When either or both occurs, it erodes the public's trust in its policing service. In these situations, there must be independent, transparent and accessible processes that hold individual members and the organization accountable. During this Review, the Co-Chairs and members of the Advisory Committee heard that some Yukon citizens do not have trust and confidence in "M" Division. This is particularly the case in First Nation communities, and with vulnerable citizens and individuals leading high-risk lifestyles. High profile incidents at the Vancouver International Airport and in other communities in British Columbia, and incidents that took place in Yukon, have shaken the public's confidence in the RCMP. In Yukon, two incidents have focussed public attention on the RCMP: a situation where two off-duty RCMP members were charged and later found not guilty of sexual assault; and the circumstances experienced by Raymond Silverfox in the holding cells at the Whitehorse detachment in the hours prior to his death. While these high-profile incidents have caused many citizens to question how the RCMP operates in the territory, Yukon First Nations citizens in particular have concerns rooted in their relationship with the RCMP and based on personal experience or hearsay. These concerns did not arise or develop recently, but they have been heightened by recent events. We have heard many accounts of policing excellence, including stories of RCMP members going above and beyond their normal duties. The purpose of the Review is to improve the quality of policing services for all citizens in the territory. First Nations and non-First Nations citizens raised concerns that some members of the community have been subject to discrimination and cultural insensitivity. Citizens, particularly those who work directly with women in crisis, raised concerns about the RCMP's response to calls for assistance in situations involving domestic violence and sexualized assault. Citizens brought forward concerns about being treated with indifference or disrespect when interacting with the RCMP. This was particularly evident in submissions from individuals in vulnerable situations - acutely intoxicated persons and offenders with mental health and cognitive disorders such as Fetal Alcohol Spectrum Disorder (FASD). A number of citizens also noted their frustrations, suspicions and lack of knowledge about the process for making a complaint against the RCMP. Even some individuals who work in the justice system were unaware of the complaint process Terms of Reference and process It was within this context that the Yukon Minister of Justice established the Review of Yukon's Police Force. The Review was Co-Chaired by a representative of the Council of Yukon First Nations; the Commanding Officer of RCMP "M" Division; and the Deputy Minister, Department of Justice, Government of Yukon. With the assistance of members of an Advisory Committee, the Co-Chairs spoke directly with over one thousand citizens of the territory to gain a better appreciation of their concerns with the RCMP and to build a process for restoring and maintaining public confidence in Yukon's police force. Terms of Reference - Terms of Reference 1: Consider measures and make recommendations to better ensure that Yukon's police force is responsive and accountable to the needs of Yukon citizens; - Terms of Reference 2: Review how public complaints relating to the RCMP in Yukon are currently dealt with and to make recommendations on any required improvements; - Terms of Reference 3: Determine the skills that Yukon officers require in order to provide policing services in Yukon communities and make recommendations to enhance training, including the potential for Yukon-based training; - Terms of Reference 4: Review the services provided by the RCMP to citizens who are in vulnerable positions, including victims of domestic violence and sexual assault, as well as individuals who are arrested and detained in custody; - Terms of Reference 5: Identify and build upon successes and best practices in the delivery of policing services to Yukon; and - Terms of Reference 6: Review and make recommendations on how best to implement in Yukon the existing RCMP policy on external investigations and reviews. The Co-Chairs and Advisory Committee members participated in public meetings across the territory. Meetings were also held with justice workers and social service providers who have regular contact with the RCMP. A special effort was made to engage First Nation citizens in the Review process. We recognized that many individuals might be reluctant to speak openly in a public forum about their experiences so we relied on third parties to arrange meetings and provide comments to us in writing. We also reached out to RCMP members, staff and volunteers, as well as former RCMP members living in the territory, to ensure that they had the opportunity to provide their perspectives on the challenges and opportunities of living and working in the north and their recommendations for moving forward. Details: Whitehorse: Yukon Government, 2014. 124p. Source: Internet Resource: Accessed September 25, 2017 at: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Final_Report.pdf Year: 2014 Country: Canada URL: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Final_Report.pdf Shelf Number: 147447 Keywords: Police Administration Police DepartmentsPolice LegitimacyPolice ReformPolice-Citizen Interactions Police-Community Relations |
Author: Peters, Mark G. Title: An Investigation of NYPD's New Force Reporting System Summary: The ability to accurately track and report on officer‐involved force incidents is critical to effectively managing a police department and maintaining the public's trust in law enforcement. In October 2015, however, the New York City Department of Investigation's (DOI) Office of the Inspector General for the NYPD (OIG‐NYPD) determined that the New York City Police Department (NYPD or the Department) was unable to identify and track such incidents. Among DOI's 15 recommendations to NYPD was the need for a separate, uniform use‐of‐force reporting form that allows NYPD to capture and track all officer uses of force and injuries that occur in the course of a police encounter. NYPD agreed in its response to the 2015 Report that such a tracking system was necessary and stated its plan to build one. In June 2016, the Department replaced its existing use‐of‐force policies, Patrol Guide Series 212, with a new set of use‐of‐force procedures, Patrol Guide Series 221. A new form - the Threat, Resistance, and Injury Worksheet (T.R.I.)was introduced to NYPD system‐wide as the foundation of the new force‐reporting protocols. NYPD designed the new form to record certain uses of force by and against police officers as well as any injuries occurring during the course of a police action or while an individual is in police custody. Considering the importance of the new T.R.I. use‐of‐force reporting system, DOI investigated NYPD's compliance with the new policy, focusing on whether officers were completing T.R.I. forms when they used reportable force during an arrest. Following the examination of over 30,000 pages of NYPD documents and interviews with both the NYPD bureau overseeing the T.R.I. program and precinct supervisors responsible for executing the program in the field, DOI arrived at the following findings: - Despite a Weak Start in 2016, NYPD was Largely in Compliance in 2017 with Respect to Certain T.R.I. Metrics. NYPD arrest reports contain drop-down boxes in which officers can select "Yes/No" on whether they used force; a "Yes" would require the officer to also complete a T.R.I. During September - November 2016, officers failed to complete a T.R.I. in 36.2% of cases in which they had reported "Force Used: Yes" on an arrest report. A sample of nine precincts between May July 2017, however, showed notable improvement; officers failed to complete T.R.I.s in only 10% of such cases. - Continuing Problems with T.R.I. Compliance: T.R.I.s Not Always Completed When Documents Signal That Reportable Force Was Used. DOI identified arrest reports with a resisting arrest charge in which the arresting officer selected "Force Used: No" on the arrest report drop-down box but the narrative suggests that the officer may have used force. DOI also identified Medical Treatment of Prisoner forms in which the officer's narrative description strongly suggests or clearly indicates that the officer used force on a member of the public, yet no T.R.I. was completed. NYPD does not have sufficient controls in place to identify these other uses of force - which are indeed harder to detect and to ensure that T.R.I.s are completed when required. Such cases would not be captured in an audit that focuses solely on arrest reports where officers say "Force Used: Yes" in a drop-down box. However, because force used is not formally documented in these instances, the completion of T.R.I. forms is even more important. - Continuing Problems with Force Reporting on Arrest Reports. In at least 30% of the arrest reports with resisting arrest charges in the 2016 study period (and 55.9% in a 2017 sample), officers stated that "No" force was used but still filed a T.R.I. affirming that the officer indeed used reportable force during the incident. This means that officers are underreporting force on arrest reports and, as a result, certain statistics in NYPD's recent Annual Use‐of‐Force Report do not accurately reflect the universe of force incidents. - Supervisory Failures in the T.R.I. Program. In addition to broader, technological solutions that are helping NYPD achieve better force reporting, supervisors play a vital role in ensuring T.R.I. compliance. DOI identified several supervisory failures in the T.R.I. program that NYPD must address. These include the failure to record T.R.I. information in command logs, to complete required steps when investigating a force incident, and to submit quarterly T.R.I. reports to the NYPD First Deputy Commissioner, as indicated in Patrol Guide Series 221. - Continued Concerns in the Field. Candid interviews with NYPD precinct commanders revealed the growing need for deadlines on T.R.I. forms (currently there are none), additional training for officers, a narrative section on the T.R.I. forms where officers can further document the incident (currently there is none), and a more effective hotline for supervisors to call when T.R.I. questions emerge. - Opportunities for More Detailed and More Transparent Reporting. Enhancing accountability and public trust requires that NYPD publish accurate and useful data on officer use of force. While NYPD's recent Annual Use‐of‐Force report provides useful base‐line data on general uses of force, the report does not satisfy all legal reporting requirements. NYPD can do more to ensure that the public has a fuller understanding of force incidents involving police officers. Comprehensive force reporting will ultimately bolster NYPD's efforts at community engagement by providing reliable and relevant data that will better inform the public discussion about officer use of force. Details: New York City, NY: Department of Investigation, 2018. 32p. Source: Internet Resource: Accessed January 16, 2019 at: https://www1.nyc.gov/assets/doi/press-releases/2018/feb/08Use_of_Force_Report_020618.pdf Year: 2018 Country: United States URL: https://www1.nyc.gov/site/doi/oignypd/reports.page Shelf Number: 154213 Keywords: Law EnforcementOfficer-Involved ForcePolice AccountabilityPolice DepartmentsPolice OfficerPolice ReportsTransparencyUse of Force |
Author: Carrington, Kerry Title: The Role of Women's Police Stations in Widening Access to Justice and Eliminating Gender Violence Summary: This address is relevant to the priority theme of the 63rd meeting of the UN CSW of providing access to sustainable infrastructure for gender equality and the empowerment of women in order to eliminate violence against women and girls. First, outline the case for sex segregated policing, then briefly describe the emergence of women's police stations, next we outline the results of our study on the role of women's police stations in Argentina in responding to and preventing gender violence. Finally, we present some policy and practice lessons for UN Women to consider in relation to achieving the sustainable development goal of eliminating violence against women. The study is funded by the Australian Research Council and includes a multi-country team of researchers from Australia and Argentina whose contributions we gratefully acknowledge. Details: S.L.: United Nations Conference Paper, 2019. 17p. Source: Internet Resource: Accessed May 30, 2019 at: https://eprints.qut.edu.au/127632/ Year: 2019 Country: International URL: https://eprints.qut.edu.au/127632/1/UN%20CSW%20women%27s%20police%20stations%2016%20March.pdf Shelf Number: 156094 Keywords: Female Police OfficersGender and CrimeGender EqualityLaw EnforcementPolice DepartmentsViolence Against WomenWomen Police Officers |