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Date: November 22, 2024 Fri
Time: 12:03 pm
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Results for police personnel
12 results foundAuthor: Wilson, Jeremy M. Title: Police Recruitment and Retention in the Contemporary Urban Environment: A National Discussion of Personnel Experiences and Promising Practices from the Front Lines Summary: Recruitment and retention of police officers is an increasing challenge for police agencies. Many urban police agencies report particular difficulty in recruiting minority and female officers. To help address these challenges, the RAND Center on Quality Policing convened a National Summit on Police Recruitment and Retention in the Contemporary Urban Environment. This report summarizes the presentations, discussions, and opinions offered by panelists at the summit. Details: Santa Monica, CA: RAND, 2009 Source: Conference Proceedings Year: 2009 Country: United States URL: Shelf Number: 116660 Keywords: Police OfficersPolice PersonnelPolice Recruitment and SelectionUrban Areas |
Author: Mwenda, Albert Title: A Review of the Kenya Police Force Budget and Its Effect on Crime Management Summary: This study sets out to analyse trends in budgetary allocations and exchequer releases to the Kenya Police Force (KPF) and to examine whether or not they have impacted on citizen safety and crime management. The specific objectives of this study are to: understand the budgetary process in Kenya, focusing on the KPF budget; analyse trends in budgetary allocations to the KPF between fiscal years 1999/00 to 2003/04; compare allocations to the KPF with those to other law enforcement agencies; establish whether disparities exist between budgetary allocations to the KPF and actual expenditure; and identify police priorities based on analysis of budgetary trends. Details: New Delhi: Commonwealth Human Rights Initiative, 2005. 62p. Source: Internet Resource: Accessed September 1, 2010 at: http://www.humanrightsinitiative.org/publications/police/kenya_budgetary_report.pdf Year: 2005 Country: Kenya URL: http://www.humanrightsinitiative.org/publications/police/kenya_budgetary_report.pdf Shelf Number: 119710 Keywords: Criminal Justice PersonnelCriminal Justice, Administration of, Economic AspePolice PersonnelPolicing |
Author: Petteruti, Amanda Title: Education Under Arrest: The Case Against Police in Schools Summary: The increase in the presence of law enforcement in schools, especially in the form of school resource officers (SROs) has coincided with increases in referrals to the justice system, especially for minor offenses like disorderly conduct. This is causing lasting harm to youth, as arrests and referrals to the juvenile justice system disrupt the educational process and can lead to suspension, expulsion, or other alienation from school. All of these negative effects set youth on a track to drop out of school and put them at greater risk of becoming involved in the justice system later on, all at tremendous costs for taxpayers aswell the youth themselves and their communities. Details: Washington, DC: Justice Policy Institute, 2011. 43p. Source: Internet Resource: Accessed November 15, 2011 at: http://www.justicepolicy.org/research/3177 Year: 2011 Country: United States URL: http://www.justicepolicy.org/research/3177 Shelf Number: 123357 Keywords: Police PersonnelSchool CrimeSchool DisciplineSchool Resource OfficersSchool Security Officers(U.S.) |
Author: Wilson, Jeremy M. Title: Police Recruitment and Retention for the New Millennium: The State of Knowledge Summary: The supply of and demand for qualified police officers are changing in a time of increasing attrition, expanding law-enforcement responsibilities, and decreasing resources. These contribute to the difficulties that many agencies report in creating a workforce that represents community demographics, is committed to providing its employees the opportunity for long-term police careers, and effectively implements community policing. This report summarizes lessons on recruiting and retaining effective workforces. Details: Santa Monica, CA: RAND, 2010. 150p. Source: Internet Resource: Accessed November 26, 2011 at: http://www.rand.org/pubs/monographs/MG959.html Year: 2010 Country: United States URL: http://www.rand.org/pubs/monographs/MG959.html Shelf Number: 123458 Keywords: Community PolicingPolice PersonnelPolice Recruitment and Selection (U.S.)Police Training |
Author: Baffa, Tsegaye D. Title: African Standby Force Police Roster System: Proposed features, operations and processes Summary: Despite its wide support a standardised roster system for the African Standby Force (ASF) has not yet been established. Drawing on the experiences of maintaining civilian rosters for peacekeeping operations, this paper specifies the proposed features and functions of the ASF police roster system. It also proposes the relevant standards, procedures and tools of the roster data operations and sharing; provides insights into the processes of the system’s creation, operationalisation and management; and outlines the roles and responsibilities of the various stakeholders in the establishment and operation of the system. The paper can inform and assist in the establishment and operationalisation of a standardised, integrated database system that enables systematic capturing, maintenance, updating and sharing of information on the capabilities, training, deployment and performance of the ASF police personnel. Details: Pretoria, South Africa: Institute for Security Studies, 2013. 24p. Source: Internet Resource: Paper 247: Accessed June 1, 2013 at: http://www.issafrica.org/publications/papers/african-standby-force-police-roster-system-proposed-features-operations-and-processes Year: 2013 Country: Africa URL: http://www.issafrica.org/publications/papers/african-standby-force-police-roster-system-proposed-features-operations-and-processes Shelf Number: 128903 Keywords: Police ManagementPolice PersonnelPolicing (Africa) |
Author: Davis, Robert C. Title: Civilian Staff in Policing: An Assessment of the 2009 Byrne Civilian Hiring Program, Summary: Civilians have come to play significant roles in law enforcement over the years. As the number of civilians in policing has increased, their roles have expanded as well. Originally occupying clerical positions, civilians now are often found in technical positions, research and planning positions, and administrative positions. In some departments, they even assist in non-hazardous patrol and investigation duties traditionally in the domain of uniformed officers. During the recession of 2008, many law enforcement agencies were forced to lay off substantial numbers of employees as municipalities struggled to balance budgets with lower tax revenues. Although many law enforcement administrators appreciate the value that civilians bring to policing, they were often the first to be laid off or furloughed as budgets were tightened. The Bureau of Justice Assistance, through its Byrne grant program, provided competitive funds for agencies to retain civilians or hire new civilian staff. This report presents the results of an NIJ-funded national examination of the Byrne civilian hiring program and the effects of the program on law enforcement agencies and crime rates. It also provides a picture of the state of civilianization in policing and issues associated with the hiring, retention, uses, and performance of civilians. The study combined a variety of research methods, including a national survey of the use of civilians in policing, interviews with agencies that hired or retained civilians through the Byrne program, an analysis of crime rates among Byrne grantees and matched control agencies, and case studies of innovative uses of Byrne funding. The results underscored the range of positions that civilians now hold and the positive contributions they make to police agencies. Civilians are now not only in clerical and support roles, but also in key skilled positions in I.T., crime analysis, intelligence, human resources, and media relations. Resentment of civilians that has been observed in earlier reports was not a major issue among respondents in our study. We found that Byrne grant recipients made good use of the positions made possible by the program, in many cases adding significant new analytic and intelligence capabilities to their departments. Byrne grant recipients believed that civilians hired through the program increased their agencies' effectiveness by freeing sworn staff for patrol and investigation duties, by enhancing crime analysis and intelligence capabilities, and by reducing costs. In most instances, the short-term grants led to permanent positions within the law enforcement agencies. During a period of recession and retrenchment, the Byrne civilian hiring program helped make it possible for some agencies not only to retain key civilian staff, but also to add civilian staff in a way that enhanced the capacity of their departments. Details: Washington, DC: Police Executive Research Forum, 2013. 92p. Source: Internet Resource: Accessed July 25, 2014 at: https://www.ncjrs.gov/pdffiles1/nij/grants/246952.pdf Year: 2013 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/246952.pdf Shelf Number: 0 Keywords: Police Civilian Employees (U.S.)Police EffectivenessPolice Personnel |
Author: Switzer, Merlin E. Title: Grass Valley Police Department Organizational Assessment of Recruitment and Retention Practices Summary: The Grass Valley Police Department provides law enforcement and community policing services to the City of Grass Valley. The department also administers animal control responsibilities for the City of Grass Valley and extending service to nearby Nevada City on a contractual basis. The department has thirty sworn personnel consisting of the Chief, two Captains, four Sergeants, and twenty one officers. The department has eleven and one-half non-sworn employees. Included are one dispatch supervisor, six dispatchers, one administrative aide, one administrative clerk, one community services officer, one parking enforcement officer, one police records clerk and one part-time clerical position. Animal Control has three full-time personnel consisting of one animal control supervisor and two animal control officers. Each year the department provides annual goal statements in their Grass Valley Police Department Goals and Action Plan document. In the Fiscal Year 2006-07 statement, a goal was set by the department to "Conduct Team Building Workshop with police management team to refine organizational strategies that will improve our service delivery to the public." A second goal was to "Enhance recruitment and testing processes to fill personnel vacancies." Switzer Associates...Leadership Solutions was retained to facilitate a Team Building Workshop (TBW) and conduct an organizational assessment of the recruitment and retention practices of the department to determine what steps could be taken to improve recruitment and retention. The Team Building Workshop (TBW) was held in August. In preparation for the workshop, the leadership team participated in a Team Building Assessment. This assessment identified a number of organizational areas that needed to be addressed by the team. At the TBW, the team worked hard to develop a team vision, principles and guiding behaviors. As part of the organizational assessment a Recruitment and Retention Assessment (survey) was developed and made available to all employees and volunteers. The focus of the assessment was to explore employee perceptions regarding employment factors associated with retention and recruitment. It is important to note that sworn employees are currently in the negotiation process and are without a contract. This can impact survey responses, as well as the mood and perspective of employees within an organization. Preliminary results from the Recruitment and Retention Assessment were provided to the leadership team at the TBW. The leadership team developed action plans to address issues raised by employees. Interviews were also conducted with employees who have left the department in the past two years, as well as interviews with current employees who are anticipated to leave in the near future. Along with interviews and surveys, contact was made with comparable police agencies in the region and relevant department documents/reports were analyzed. This remainder of this report is divided into the following sections: Section Two will focus on recruitment and retention planning. Increasingly, recruitment and retention must have executive involvement and sponsorship. Section Three will review the department's recruitment strategies. Strategies must be carefully selected and evaluated to ensure they are delivering optimal results. Section Four will assess the selection process. Maintaining a current and competitive process is important. Section Five will focus on retention issues in the department. The results of the organizational assessment will be reviewed. Section Six will summarize the department comparison survey. Seven other departments were surveyed. The comparison agencies include: Truckee, Auburn, Placerville, Marysville, and Lincoln Police Departments, the Placer County Sheriffs Office and Nevada County Sheriff's Offices. At the end of each of Sections Two - Six recommendations are included. Details: Grass Valley, CA: Grass Valley Police Department, 2006. 53p. Source: Internet Resource: Accessed April 1, 2015 at: http://www.cityofgrassvalley.com/files-archived/agendas/staff_reports/92006AGENDA/GVPDSWITRPT.pdf Year: 2006 Country: United States URL: http://www.cityofgrassvalley.com/files-archived/agendas/staff_reports/92006AGENDA/GVPDSWITRPT.pdf Shelf Number: 135126 Keywords: Community PolicingPolice PersonnelPolice Policies and PracticesPolice Recruitment and Selection |
Author: Green, David B. Title: A Different Shade of Blue: An .Evaluation of the Civilian Detective Concept and Its Impact on Police Capabilities Summary: Financial distress and shrinking police candidate pools have diminished cities' abilities to protect the public. This thesis examines the manner in which cities have adapted by using civilians to perform the duties of sworn detectives-specifically, whether this practice enhances cities' contributions to public safety. Nine law enforcement organizations across the country that applied this policy were analyzed. It focused on cost implications, impacts on investigative and emergency response capabilities, job qualifications, training standards, scope of duties, and overall efficacy. Similar themes include the ability of cities to reduce costs and to achieve equivalent work output from civilian personnel. Dissimilar themes surrounded the reasons cities adopted the policy and how they trained the personnel. From the analysis, this thesis determined that the use of civilian personnel does enhance cities' contributions to public safety. This thesis also identified a need for a uniform national framework for policy adoption and for state peace officer accrediting commissions to develop guidelines for training and certification. Details: Monterey, CA: Naval Postgraduate School, 2016. 75p. Source: Internet Resource: Thesis: Accessed June 21, 2017 at: http://calhoun.nps.edu/handle/10945/48528 Year: 2016 Country: United States URL: http://calhoun.nps.edu/handle/10945/48528 Shelf Number: 146330 Keywords: Civilian EmployeesCosts of PolicingDetectivesPolice Civilian EmployeesPolice InvestigationPolice PersonnelPolice RecruitsPolice Training and Education |
Author: Maryland. Office of Legislative Audits Title: Department of State Police - Workforce Civilianization. Opportunities Exist to Increase Civilian Employment Summary: Scope In the April 2016 Joint Chairmen's Report, it was noted that certain non-law enforcement positions within the Department of State Police (DSP) are performed by sworn troopers and could be performed instead by lower cost civilian personnel, freeing up trooper positions for law enforcement. The budget committees requested the Office of Legislative Audits (OLA) to study the personnel policies of the Department of State Police (DSP) and make recommendations on how to increase civilianization at DSP. The recommendations were to include classifying each job type as best being performed by sworn personnel, civilian personnel or either; the number of sworn trooper personnel functioning in positions that could be performed by civilian personnel; and an estimate of cost savings to be realized. Finally, the Report requested that the results of our review be submitted to the budget committees by November 1, 2016; however, in September 2016, the Joint Chairmen extended the submission deadline to January 2, 2017. Objectives Our objectives were: 1. to assess any DSP personnel policies related to the use of sworn trooper and civilian positions for performing functions within the various DSP Bureaus and units; 2. to identify non-law enforcement positions, such as administrative and support related, within DSP performed by sworn troopers that could be performed by lower cost civilians; and 3. to determine if DSP periodically conducted a similar civilianization analysis. We did not assess the justification or need for those identified positions and functions presently filled by sworn troopers within the context of DSP's mission. Details: Baltimore: Maryland Office of Legislative Audits, 2016. 37p. Source: Internet Resource: Accessed June 21, 2017 at: https://www.ola.state.md.us/Reports/Performance/DSP-Civilianization%20-%20JCR17.pdf Year: 2016 Country: United States URL: https://www.ola.state.md.us/Reports/Performance/DSP-Civilianization%20-%20JCR17.pdf Shelf Number: 146331 Keywords: Civilian EmployeesCivilian Police OfficersCosts of PolicingPolice Civilian EmployeesPolice Personnel |
Author: Chicago. Office of Inspector General Title: Review of Opportunities for Civilianization in the Chicago Police Department Summary: The Inspector General's Office (IGO) performed an analysis of opportunities to civilianize positions in the Chicago Police Department (CPD). We examined 30 units within CPD that perform primarily non-law enforcement functions and evaluated whether each position currently filled by a full-duty sworn officer could instead be filled by a civilian. The IGO analysis covering 370 full-duty sworn positions concluded that 292 full-time equivalent positions, or 79 percent, could be filled by civilians because they require neither the police powers granted to a sworn officer by State statute, nor the skills, knowledge, or experience specific to sworn officers. Many of the positions recommended for civilianization involve purely administrative tasks such as timekeeping, scheduling, data entry, handling phone calls, and arranging travel. Other positions require professional training not specific to police work, such as lawyers, nurses, chaplains, graphic designers, information technology specialists, accountants, and grant writers. The City could save an estimated 16 to 41 percent per position through civilianization, for a total annual savings of $6.4 million to $16.6 million depending on the salary paid to the replacement civilians. Based on our analysis, the IGO makes two recommendations: 1. CPD should civilianize the 292 full-time equivalent positions identified in this analysis. Civilianization could be implemented in one of three ways: (a) Civilianize the 292 non-enforcement positions through attrition by redeploying the sworn officers currently holding these positions into the field as vacancies in sworn enforcement positions occur, and by hiring civilians to fill the non-enforcement positions; (b) Eliminate the 292 sworn positions and hire 292 civilians; or (c) Immediately deploy all 292 sworn officers currently in non-enforcement positions to new enforcement positions, and fill the non-enforcement positions with civilians. The last option would add 292 sworn officers to enforcement positions and 292 civilians to non-enforcement positions, thus increasing total CPD headcount and personnel costs. While savings would still be achieved in the civilianized positions, total personnel costs would be higher due to the overall addition of 292 employees. 2. CPD should conduct a similar analysis for each unit. The IGO's analysis was limited to 30 primarily non-law enforcement units that were most likely to contain positions that could potentially be civilized. There are likely to be more positions in the Department that could be civilianized. The Department should conduct a civilianization analysis of all of those other units to identify additional positions that could be civilianized. Details: Chicago: Office of Inspector General, 2013. 61p. Source: Internet Resource: Accessed June 21, 2017 at: http://chicagoinspectorgeneral.org/wp-content/uploads/2013/01/IGO-Opportunities-for-Civilianization-within-CPD-Final-1-23-13.pdf Year: 2013 Country: United States URL: http://chicagoinspectorgeneral.org/wp-content/uploads/2013/01/IGO-Opportunities-for-Civilianization-within-CPD-Final-1-23-13.pdf Shelf Number: 146332 Keywords: Civilian EmployeesCivilian PersonnelCivilian Police Officers Civilian Police PersonnelCosts of PolicingPolice Personnel |
Author: San Jose (CA). Office of the City Auditor Title: Police Overtime: The San Jose Police Department Relies on Overtime to Patrol the City Due to Unprecedented Vacancies Summary: The San Jose Police Department has seen a significant increase in vacant positions. As the vacancies have increased, the Department has increasingly relied on overtime to staff regular operations. Overtime hours have increased as the Department works to patrol the City using limited staff. This increase has resulted in higher officer workload and overtime costs. As a result of the sharp increase in Department vacancies, the remaining sworn employees have shouldered an increased workload to back-fill for vacant positions. The average overtime worked by sworn personnel has doubled from 225 hours of overtime in calendar year 2008 to 450 hours in 2015. In comparison, in FY 2015-16, sworn personnel in Los Angeles and San Francisco worked about 100 hours of city overtime or less - less than a quarter of the average in San Jose. In terms of weekly amounts, sworn personnel in San Jose are working, on average, over 8.5 hours per week in overtime - nearly an extra shift. Moreover, the amount of overtime worked in the Department, despite its large volume, still does not cover the workload gap caused by high vacancies. On August 30, 2016, the City Council approved declaration of an emergency under the Meyers-Milias-Brown Act at the request of the Chief of Police to allow him the flexibility to move additional staff onto patrol. In addition, with increases in officer workload, changes in the sick leave payout policy, and a reduced ability to take vacation time, sick leave usage has increased significantly. The pattern of usage (heavier on weekends and during the summer months) indicates the potential use of sick leave to take time off in lieu of vacation or comp time. In our opinion, the Department needs to remind its staff about the City's sick leave policy, including the allowed uses of sick leave, and the impact that inappropriate sick leave use has on other officers. Further, the Department should evaluate interest in expanding the shift swap program and if sufficient interest exists, consider centralizing the process in eResource or another software solution; implement previous audit recommendations to civilianize positions in the Department; and establish a retiree-rehire program to help cope with spiraling vacancies in the Department. These items may be subject to the City's meet and confer process. Details: San Jose, CA: Office of the City Auditor, 2016. 71p. Source: Internet Resource: Accessed June 21, 2017 at: http://www.sanjoseca.gov/DocumentCenter/View/60924 Year: 2016 Country: United States URL: http://www.sanjoseca.gov/DocumentCenter/View/60924 Shelf Number: 146334 Keywords: Costs of PolicingPolice AdministrationPolice OvertimePolice PersonnelPolice Recruitment |
Author: Matrix Consulting Group Title: Police Department Comprehensive Workload Study: Kauai County, Hawaii Summary: In October, 2016 the Matrix Consulting Group began the project to conduct a Police Department Comprehensive Workload Study for Kauai County. This document is the final report of the project team's work that includes an analysis of department staffing and organizational structure and key operational elements that notably impact staffing levels. The Matrix Consulting Group is a management consulting group established in 2002 that focuses entirely on public sector analytical services and specializes in public safety services. These services include staffing studies, organizational structure evaluations, operational efficiency and effectiveness reviews, patrol deployment alternatives and organizational culture evaluations. The Matrix Consulting Group has provided analytical services to public safety agencies for over 30 years and has conducted over 250 individual studies of law enforcement services. The Police Department desired a staffing analysis to serve as the foundation for police services in Kauai County. However, the efficiency and effectiveness of Police Department operations was also evaluated, identifying many improvement opportunities relating to service delivery, organization and staffing as summarized in the following specific study objectives: - Understand, document and analyze all workloads and service levels as well as the resources needed to handle these workloads in every function. - Compare current and alternative approaches to staffing, deployment and utilization of personnel - Ensure that community expectations are addressed and met by obtaining their input during this process. - Develop a defensible fact based analysis of resource needs. - Evaluate the choices that the Department has in meeting resource commitments. - Provide the tools necessary for Department and County personnel to evaluate needs as conditions change. The County and the Police Department undertook this important step to identify resource requirements, operational efficiencies, management and customer services goals are met. Details: Mountain View, CA: Matrix, 2017. 152p. Source: Internet Resource: Accessed April 16, 2018 at: https://www.matrixcg.net/wp-content/uploads/2016/10/Kauai-Police-Staffing-Report-6-15.pdf Year: 2017 Country: United States URL: https://www.matrixcg.net/wp-content/uploads/2016/10/Kauai-Police-Staffing-Report-6-15.pdf Shelf Number: 149799 Keywords: Police AdministrationPolice DepartmentPolice EffectivenessPolice PersonnelPolice Workload |