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Date: April 29, 2024 Mon
Time: 9:04 pm
Time: 9:04 pm
Results for police organization
3 results foundAuthor: Griffiths, Curt Taylor Title: Civilianization in the Vancouver Police Department Summary: The Vancouver Police Department is currently in the midst of an Operational Review that is examining key components of the organization and delivery of policing services. The core projects within the review are: 1) a study of overtime; 2) an examination of patrol and investigative deployment; 3) a study of the opportunities for civilianizing positions in the Department; and, 4) operationalization of the Strategic Plan. This report presents the findings and recommendations from the civilianization study. It identifies a number of positions currently occupied by sworn officers that could be filled by specially-trained civilians and, as well, provides data on the cost implications of civilianizing these positions. This report sets out a policy on civilianization that can be used to guide the assessment of future positions that may be developed within the Vancouver Police Department. As well, the report addresses the issues of developmental positions in the Department, the need to accommodate officers who are on reduced duty, the potential opportunities for additional shared services between the Vancouver Police Department and the City of Vancouver, and the current situation regarding sworn officer secondments to other police duties. Details: Vancouver, BC: Vancouver Police Department, 2006. 344p. Source: Internet Resource: Accessed March 28, 2011 at: http://vancouver.ca/police/assets/pdf/studies/vpd-study-civilianization.pdf Year: 2006 Country: Canada URL: http://vancouver.ca/police/assets/pdf/studies/vpd-study-civilianization.pdf Shelf Number: 121141 Keywords: Civilian EmployeesCivilian Police OfficersCosts of PolicingPolice AdministrationPolice OrganizationPolicing (Vancouver, Canada) |
Author: Strategic Policy Partnership Title: The Department in Review, Cincinnati Police Department Summary: This report presents the results of review or "audit" of the Cincinnati Police Department, undertaken at the request of Chief James Craig. The objective of this review was to assess current structure, operations, and systems within the Cincinnati Police Department against national standards, identifying strategies that were notable for their effectiveness and needed to be protected, areas that needed strengthening and areas that needed major reform. Overall, the department is a police agency that has made significant strides toward excellence in a number of areas over the last five years. A number of notable initiatives have been undertaken, such as the Cincinnati Initiative to Reduce Violence (CIRV), which has won several national awards. The quality of the police officers with whom the review staff interacted was notable, having a strong commitment to Cincinnati and its future. Since the riots that occurred some years ago, the department has worked hard to build trust with the Cincinnati community experiencing substantial success. Key recommendations resulting from the review are the following: the organization is somewhat top heavy, overly specialized and in need of more robust performance management processes; a greater percentage of police officers need to be assigned to the Police Districts as opposed to specialized assignments, with District Commanders held accountable for how those officers are used to address the major concerns of District neighborhoods; the relationship between investigations of felonious assault cases and homicides needs to be strengthened. Presently, Districts investigate the assaults and Investigations investigate homicides. They are in reality often the same event - except that in a homicide the victim has died; the department needs to strengthen its commitment to victims of crime, who often are traumatized from the crime event and need regular information from the investigating officer; the successful CIRV strategy against violent crime needs to be re-vitalized and focused. Having had excellent success in its initial years, it has become a bit disorganized in the last year but has the potential to dramatically further violent crime in the community; the department needs to be restructured, merging related units and activities, reducing staffing in some so that additional personnel can be moved to patrol assignments; there is a strong need for the department to move forward at a fast pace with its technology initiatives, since they can dramatically increase the information flow in the department and that made available to field personnel; performance management through the CompStat process and the related Problem-Oriented Policing process needs to become a cornerstone of strategic thinking about how crime prevention should occur; the community must be brought into the department processes of policy development, strategy and tactics. Details: West Tisbury, MA: Strategic Policy Partnership, 2012. 147. Source: Internet Resource: Accessed February 12, 2012 at http://www.cincinnati-oh.gov/city/downloads/city_pdf44990.pdf Year: 2012 Country: United States URL: http://www.cincinnati-oh.gov/city/downloads/city_pdf44990.pdf Shelf Number: 124092 Keywords: Police AdministrationPolice OrganizationPolicing (Cincinnati, Ohio) |
Author: Boba, Rachel Title: A Police Organizational Model for Crime Reduction: Institutionalizing Problem Solving, Analysis, and Accountability Summary: A Police Organizational Model for Crime Reduction: Institutionalizing Problem Solving, Analysis, and Accountability presents a new and comprehensive organizational model for the institutionalization of effective crime reduction strategies into police agencies, called the Stratified Model of Problem Solving, Analysis, and Accountability. It describes all the components of the Stratified Model in a succinct and practical way to provide police managers and commanders with a template for improving the efficiency, effectiveness, and accountability of their agency’s crime reduction efforts. Although the objective is to implement all aspects of the Stratified Model, an agency may choose to implement parts of the model as needed or to implement the model in phases. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2011. 55p. Source: Internet Resource: Accessed February 12, 2012 at http://www.cops.usdoj.gov/files/RIC/Publications/e071126389_Police%20Organizational%20Model%20v5_09SEP11-508.pdf Year: 2011 Country: United States URL: http://www.cops.usdoj.gov/files/RIC/Publications/e071126389_Police%20Organizational%20Model%20v5_09SEP11-508.pdf Shelf Number: 124100 Keywords: Crime Reduction, HandbooksPolice OrganizationPolice Policies and Procedures |