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Date: April 29, 2024 Mon
Time: 9:15 pm
Time: 9:15 pm
Results for police staffing
6 results foundAuthor: Boyd, Edward Title: Cost of the Cops: Manpower and Deployment in Policing Summary: The Great Police Expansion (2001-2010)... The backdrop to the current debate around police funding is clear: the police service in England and Wales has never been better resourced. The last decade has seen an unprecedented rise in police expenditure: in nominal terms police expenditure has increased by 56% between 2001-2 and 2009-10 reaching more than £14.5 billion – up 25% in real terms since 2001. The increases over the last decade dwarfed even the large increases that the police enjoyed in the 1980s and taxpayers in England and Wales have never spent as much on policing as they do today. In 2010, each household was paying £614 per year for policing, up from £395 in 2001. Policing in England and Wales is among the most expensive in the developed world. A comparison of policing revenue expenditure as a proportion of gross domestic product (GDP) for a number of comparable, Common Law jurisdictions shows that UK police expenditure in 2010 was higher than the USA, Canada, New Zealand and Australia. The decade of expansion in police funding also consisted of more local funding (including through business rates) with all police forces seeing significant increases in the police precept on council tax. Share of police funding raised from the precept increased from around 12% in 2001-2 to 23% at the end of the last decade. At force level, elements of police personnel expenditure saw marked increases, including in overtime paymentswhich rose from £289million in 2000-1 to £381 million in 2009-10, having peaked at £437 million in 2007-8. The increase occurred concurrently with a 12% increase in officer numbers, suggesting that poor management drove the increase in overtime rather than under-resourcing (See: Police Overtime Expenditure, Policy Exchange, February 2011). Total police officer strength rose 15% from 123,476 at March 2001 to 141,631 at March 2010. The number of Special Constables (volunteer officers) also increased 22% from 12,738 to 15,505, having dipped briefly to under 11,000 at March 2004. The increase in officer numbers was principally fuelled by the creation of The Crime Fighting Fund (CFF) in 2000, which provided a Home Office grant “designed to maintain/increase the number of police officers.” The result of increased expenditure tied to schemes like the CFF was a large rise in recruitment and subsequently an increase in officers at every policing rank. Between 2001 and 2010 the greatest absolute increase in personnel occurred at the level of constable (12,000 were added to the ranks), yet the make-up of officers tilted in favour of more senior ranks and proportionally there were more significant increases in the middle management of police forces. Increased spending since 2001 also translated into a large increase in the number of civilian staff (made up of police staff, PCSOs, Designated Officers and Traffic Wardens), who increased 73% from 57,104 to 98,801 over the decade. The number of civilians now employed means that there are seven civilian staff members for every ten police officers. The number of Police Community Support Officers (PCSOs) in particular has grown since they were first piloted in 2003, reaching 16,685 in 2010, as have the number of designated officers (first introduced in 2005), who have increased to 3,809. PCSOs were a critical component in facilitating the roll-out of Neighbourhood Policing – one of the most important policing reforms of recent history – by creating a more visible and available police service. If the police were a single company, they would be a significantly bigger (22% bigger) employer than Tesco Plc in the UK (Tesco Plc employed 196,604 FTE in 2010 (UK), the police service employed 240,432 FTE). The Next Four Years... In this context budget reductions over the next four years will be from a high base and in this regard, policing in England and Wales is in a comparatively strong position: more officers than ever before, better supported by historically high numbers of civilian staff and new technology, and facing reduced crime demand after more than a decade of reductions in volume offences (as measured by the British Crime Survey). The reductions planned for 2010-15 are large historically, and they will be challenging, but they are not excessive. Viewed in context, they do no more than reduce annual police funding to the level that would have been reached in 2015 if the trend rate of growth 1979-2001 had continued. The expansion after 2001 took police funding far higher than the trend increases of previous decades, and the funding agreed in the 2010 CSR will act to correct this unprecedented “surge”. The 20% budget reductions from the 2010 high amount to 14% over four years once local funding is taken into account. By the end of the period (2014-15), we will still be spending more than £12 billion on policing each year, or £500 per household in England and Wales – more than what was spent in 2004 and £100 more than was spent in 2001 when funding totalled £9 billion. Some forces – mostly in the north of England and the Midlands – as HMIC have noted, are facing more significant challenges, particularly if their total share of funding from central government is higher. It is certain that police forces will be smaller in 2015 than they were in 2010. Post the personnel reductions planned by forces up to 2015 there will still be 210,000 police employees in England and Wales – the same number as at March 2004. Details: London: Policy Exchange, 2011. 106p. Source: Internet Resource: Accessed September 6, 2011 at: http://www.policyexchange.org.uk/images/publications/pdfs/Cost_of_the_Cops_-_Sep__11.pdf Year: 2011 Country: United Kingdom URL: http://www.policyexchange.org.uk/images/publications/pdfs/Cost_of_the_Cops_-_Sep__11.pdf Shelf Number: 122651 Keywords: Costs of Criminal JusticePolice OfficersPolice StaffingPolicing (U.K.) |
Author: Wilson, Jeremy M. Title: A Performance-Based Approach to Police Staffing and Allocation Summary: Much attention has been given to police recruitment, retention, and, in this economic context, how to maintain police budgets and existing staffing positions. Less has centered on adequately assessing the demand for police service and alternative ways of managing that demand. To provide some practical guidance in these areas, the Office of Community Oriented Policing Services (COPS Office) provided support to the Michigan State University (MSU) School of Criminal Justice to review current staffing allocation experiences and existing approaches to estimating the number of sworn staff a given agency requires. This guidebook summarizes the research conducted by the MSU team. It highlights the current staffing allocation landscape for law enforcement agencies and provides a practical step-by-step approach for any agency to assess its own patrol staffing needs based upon its workload and performance objectives. Additionally, it identifies some ways beyond the use of sworn staff that workload demand can be managed, and discusses how an agency’s approach to community policing implementation can affect staffing allocation and deployment. This guidebook will be particularly useful for police practitioners and planners conducting an assessment of their agency’s staffing need, and for researchers interested in police staffing experiences and assessment methods. This guidebook has a companion document, entitled Essentials for Leaders: A Performance-Based Approach to Police Staffing and Allocation, which may be of particular interest to police executives and policymakers who are concerned about both police-staffing allocation and efficiently providing quality police service in their communities. Details: East Lansing, MI: Michigan State University, 2012. 84p. Source: Internet Resource: Accessed November 9, 2012 at: http://news.msu.edu/media/documents/2012/10/1f1186b6-b4f5-4fc8-93e8-b228893295ce.pdf Year: 2012 Country: United States URL: http://news.msu.edu/media/documents/2012/10/1f1186b6-b4f5-4fc8-93e8-b228893295ce.pdf Shelf Number: 126901 Keywords: Police AdministrationPolice PerformancePolice Policies and PracticesPolice Recruitment and SelectionPolice StaffingPolicing (U.S.) |
Author: Police Executive Research Forum Title: Austin Police Department: Patrol Utilization Study. Final Report Summary: The Police Executive Research Forum (PERF) was retained by the City of Austin to provide the Austin City Council and City Executives with recommendations for an innovative, sustainable method to determine current and future police department staffing needs. The objectives of the study include: reviewing the current demand for sworn law enforcement, including calls for service, investigative workload, staffing for special events, and utilization of support staff; examining benchmarks for police staffing that are used in a sample of U.S. cities with populations from 500,000 to one million; gathering information on local community expectations regarding perceptions of safety, crime reduction strategies, community policing, and patrol utilization; recommending a methodology for the calculation of police staffing needs that can be updated and replicated by city staff in the future; and providing recommendations regarding three- to five-year staffing projections based on the community-based goals. Details: Washington, DC: PERF, 2012. 138p. Source: Internet Resource: Accessed September 7, 2016 at: https://www.austintexas.gov/sites/default/files/files/Police/PERF_Final_Report_-_Austin.pdf Year: 2012 Country: United States URL: https://www.austintexas.gov/sites/default/files/files/Police/PERF_Final_Report_-_Austin.pdf Shelf Number: 147896 Keywords: Police AdministrationPolice EffectivenessPolice PatrolPolice StaffingPolice WorkloadPolicing |
Author: Weisburst, Emily Title: Safety in Police Numbers: Evidence of Police Effectiveness and Foresight from Federal COPS Grant Applications Summary: Understanding the impact of police on crime is critical to designing policies that maximize safety. In this paper, I use a novel estimation approach to measure the impact of police hiring, which exploits variation in federal Community Oriented Policing Services (COPS) hiring grants, while also controlling for the endogenous decisions of police departments to apply for these grants. Using data from nearly U.S. 7,000 municipalities, I find that a 10% increase in police employment rates reduces violent crime rates by 13% and property crime rates by 8.5%. The model also provides suggestive evidence that law enforcement leaders are forward-looking. Details: Austin, TX: University of Texas at Austin, Department of Economics, 2016. 50p. Source: Internet Resource: Accessed October 7, 2016 at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2845099 Year: 2016 Country: United States URL: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2845099 Shelf Number: 145111 Keywords: Economic of CrimePolice EffectivenessPolice HiringPolice StaffingPolicing |
Author: Lauderdale, Michael L. Title: Police Force Strength Analysis and Assessment Summary: Austin is one of the nation’s safest large cities, but rapid growth strains public safety resources. New metro resident estimates range from 110–158 net arrivals daily. That’s as many as sixty new families moving here each day that need a safe place to live and work. While the violent crime rate is lower than cities of comparable size, property crime is 8 percent higher and theft is 28 percent higher. Traditional police staffing formulas based on a population ratio are outdated. Police force strength should be based on community engagement time. That's the time patrol officers have for community policing when not responding to calls for service. During the past five years, the Austin Police Department's total community engagement (or uncommitted) time for patrol officers citywide declined from 33 to 19 percent. Studies of best practices show community engagement time goals ranging from 25–50 percent. Hiring eighty-two additional officers per year between FY 2016–2020 will make it possible for the Austin Police Department to reach a goal of 30 percent community engagement time over five years. Details: Austin, TX: Greater Austin Crime Commission, 2015. 37p. Source: Internet Resource: Accessed December 19, 2016 at: http://www.austincrime.org/wp-content/uploads/Force_Strength_0815_REV1.pdf Year: 2015 Country: United States URL: http://www.austincrime.org/wp-content/uploads/Force_Strength_0815_REV1.pdf Shelf Number: 147753 Keywords: Community PolicingPolice OfficersPolice PatrolPolice Staffing |
Author: Office of Inspector General, Department of Veterans Affairs Title: Inadequate Governance of the VA Police Program at Medical Facilities Summary: The Office of Inspector General (OIG) audited the VA security and law enforcement program (police program) to determine whether there was an effective governance structure for reasonably assuring that the programs objectives were being met. These objectives include the approximately 4,000 police officer workforce providing security for patients, visitors, and employees at Veterans Health Administration (VHA) medical facilities. The OIG also assessed whether VA police met requirements for staffing size and qualifications, and had an adequate inspection program to ensure compliance with policies and procedures. The OIG found that VA did not have adequate governance over its police program to maintain effective management and oversight. The governance problems stemmed from confusion about police program roles and authority as well as the lack of a coordinated or centralized governance structure. According to VA policy, VHA leaders maintain primary responsibility for ensuring police program requirements are achieved. However, the Office of Security and Law Enforcement (OS&LE), a VA staff office that falls outside of VHA, has limited program oversight responsibilities such as developing and issuing national policies and inspecting police operations at VHA facilities. OS&LE does not have program authority to manage VA police operations at local medical facilities. The OIG made recommendations for VA to (1) clarify program responsibilities between VHA and the Office of Operations, Security, and Preparedness (under which OS&LE operates) and evaluate the need for a centralized management entity; (2) ensure facility-appropriate police staffing models are implemented; (3) have facilities use available strategies to address police staffing challenges; (4) assess staffing levels for the OS&LE police inspection program and provide resources for timely inspections of police units; and (5) make certain that procedures are developed for conducting VA police investigations of medical facility leaders. Details: Washington, DC: Office of Inspector General, Department of Veterans Affairs, 2018. 45p. Source: Internet Resource: Accessed May 23, 2019 at: https://www.va.gov/oig/pubs/VAOIG-17-01007-01.pdf Year: 2018 Country: United States URL: https://oversight.gov/report/va/inadequate-governance-va-police-program-medical-facilities Shelf Number: 156020 Keywords: Law EnforcementOffice of Inspector GeneralOffice of Security and Law EnforcementPolice InvestigationsPolice ProgramPolice StaffingPolice Units |