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Date: November 25, 2024 Mon
Time: 8:13 pm
Time: 8:13 pm
Results for police resource allocation
5 results foundAuthor: Alexander Weiss Consulting Title: Traverse City Police Workload Analysis Summary: In November 2010, Alexander Weiss Consulting was chosen to conduct a comprehensive assessment of the Traverse City Police. The scope of this study was defined as follows: • Evaluate City police services by benchmarking against other communities our size • Evaluate the overall management structure • Evaluate the number of police officers required to provide law enforcement services • Evaluate the police work schedule, including overtime to determine alternative schedules which may be more cost effective and productive • Evaluate the Detective Division operations, efficiency and workload to determine whether there are operational efficiencies that can be achieved • Evaluate the central records operations arrangement with Grand Traverse County • Evaluate the various support services in the public safety area to determine operational efficiencies and potential services provided by civilians vs. sworn officers • Evaluate cooperative police service delivery opportunities with adjacent government units • Outline procedures for implementing proposed alternatives including public safety services • Outline cost evaluations and savings of various alternatives. This report is based on several sources of information including: • Meetings with ad hoc advisory board • Comprehensive review of department data • Interviews with a range of departmental members including command staff and police officers • Observations of field operations • Meetings with representatives of employee groups • Interview with the Sheriff of Grand Traverse County • Focus group with key community stakeholders. Details: Evanston, IL: Alexander Weiss Consulting, 2012. 54p. Source: Internet Resource: Accessed March 28, 2013 at: http://www.alexanderweissconsulting.com/pdf/AWC_TraverseCItyFinalReport.pdf Year: 2012 Country: United States URL: http://www.alexanderweissconsulting.com/pdf/AWC_TraverseCItyFinalReport.pdf Shelf Number: 128154 Keywords: Police AdministrationPolice PatrolPolice PerformancePolice Resource AllocationPolice Workloads (Traverse City, Michigan) |
Author: Kennedy, William Gregory Title: The Impact of Police Agency Size on Crime Clearance Rates Summary: The impact of police agency size on the ability of those agencies to deliver necessary police services is a question critical to many policy makers as they attempt to determine the best and most efficient manner to provide police services to their citizens. Over the years, there has been an ongoing debate as to the role of agency size and its effect on agency effectiveness. This study examines one element of that debate by looking at the role agency size plays on the ability of the agency to clear reported crime. The study hypothesizes that larger agencies are able to clear a larger proportion of reported crimes because larger agencies can take advantage of larger staff, greater resources and capitalize on other factors often associated with larger organizations. To conduct this analysis, the study develops a data set from LEMAS, UCR, and Census Bureau data that contains 2,271 local, county, and regional police and sheriffs’ agencies. Utilizing this data set, the study uses hierarchical regression to assess the impact of agency size on the clearance rates for seven UCR Part I crimes. The analysis controls for the effect of community demographics, agency structure, community policing tactics, and workload. The results of the analysis are mixed. For several crime categories, agency size dose not contribute significantly. However, for robbery, felony assault and vehicle theft, size is significant and has an inverse relationship to crime clearance rates. The finding that the clearance rates for robbery, felony assault and vehicle theft would decrease as agency size increases, is contrary to the study’s hypothesis. The study concludes with a discussion of possible reasons the size variable did not have the affect theorized, the implications of these findings, a discussion of the issues surrounding the effect of the control variables, as well as possible directions for future research. Details: Charlotte, NC: University of North Carolina at Charlotte, 2009. 227p. Source: Internet Resource: Dissertation: Accessed April 5, 2013 at: http://www.cpcc.edu/pd/resources-1/doctoral-research-group/dissertations/Kennedy-William-2009-PhD.pdf Year: 2009 Country: United States URL: http://www.cpcc.edu/pd/resources-1/doctoral-research-group/dissertations/Kennedy-William-2009-PhD.pdf Shelf Number: 128285 Keywords: Clearance RatesPolice Agencies (U.S.)Police EffectivenessPolice Resource Allocation |
Author: Chalfin, Aaron Title: Are U.S. Cities Under-policed?: Theory and Evidence Summary: The socially optimal number of police hinges on the extent to which police reduce the most costly crimes, which are also the most difficult to model econometrically because they are rare. In the hope of minimizing simultaneity bias, papers in the recent literature have focused on quasi-experimental approaches that disregard most of the variation in police staffing levels, compounding the modeling difficulty. We argue that the central empirical challenge in this literature is not simultaneity bias, as has been supposed, but measurement error bias. Using a new panel data set on crime in medium to large U.S. cities over 1960-2010, we obtain measurement error corrected estimates of the police elasticity, with much greater parameter certainty for the most costly crimes. Our analysis suggests that U.S. cities are in fact underpoliced. Details: Unpublished paper, 2013. 54p. Source: Internet Resource: Accessed May 14, 2015 at: http://eml.berkeley.edu/~jmccrary/chalfin_mccrary2013.pdf Year: 2013 Country: United States URL: http://eml.berkeley.edu/~jmccrary/chalfin_mccrary2013.pdf Shelf Number: 135639 Keywords: Police EffectivenessPolice Resource AllocationPolice Staffing LevelsPolicing |
Author: Great Britain. Comptroller and Auditor General Title: Financial sustainability of police forces in England and Wales Summary: 1 There are 43 territorial police forces in England and Wales. Since 2010, the previous government reduced funding for forces as part of its plan to reduce the fiscal deficit. The government also changed how forces are governed by introducing elected police and crime commissioners ('commissioners') in 41 of the 43 forces. Our Police accountability: Landscape review examined these arrangements. 2 Commissioners, in consultation with their chief constables: - set out in an annual police and crime plan the objectives that their police force must achieve; - allocate the funds needed to achieve them; and - hold police forces to account on behalf of the local electorate. This system encourages local variation and reduces intervention from central government. 3 The Home Office (the Department) has overall responsibility in central government for police forces. Its main responsibilities are to: - allocate grants to police and crime commissioners (who decide how much goes to police forces and how much to other crime reduction initiatives); - establish an accountability framework to assure Parliament on the regularity, propriety and value for money of police spending, and that there are appropriate checks and balances; and - intervene if chief constables or commissioners fail to carry out their functions effectively. 4 Within the accountability framework, the Department relies on HM Inspectorate of Constabulary (HMIC) to assess the efficiency and effectiveness of police forces in England and Wales. The Department also relies on the College of Policing (the College) to set standards and to identify and share good practice, which help to improve value for money locally. 5 Our report examines whether the Department, with other policing stakeholders, has effectively managed the risks of reduced police funding. It is not a contradiction to the government's policy of localism to assess whether a Department has enough information to make good decisions about the level of central funding provided. 6 The report has three parts: - Part One describes the reductions in police force funding. - Part Two examines the impact of funding reductions and the changing nature of policing. - Part Three assesses the current oversight and accountability regime. Details: London: National Audit Office, 2015. 54p. Source: Internet Resource: Internet Resource: Accessed September 16, 2015 at: http://www.nao.org.uk/wp-content/uploads/2015/06/Financial-sustainability-of-police-forces.pdf Year: 2015 Country: United Kingdom URL: http://www.nao.org.uk/wp-content/uploads/2015/06/Financial-sustainability-of-police-forces.pdf Shelf Number: 136782 Keywords: Costs of Criminal JusticePolice AccountabilityPolice Resource Allocation |
Author: Cathey, Dan Title: New Mexico Department of Public Safety Motor Transportation Division Staffing Study: Final Report Summary: In November 2013 the New Mexico Department of Public Safety (DPS) contracted with the New Mexico Sentencing Commission (NMSC) to complete a staffing study involving the work of the New Mexico Motor Transport Police Department (MTPD). The main effort of the study involves a staffing study of the uniformed patrol officers and the non-patrol civilian transport inspectors of MTPD. The report contains three sections; each section addresses one of the three contracted topics, i.e., staffing study, bypass routes, and fee structure. The first section addresses the staffing study, beginning with a review of relevant literature, a methods section, a description of the sites and the MTPD in the study, an analysis section, a discussion of the results, and a conclusion. The second section describes the task of estimating the number of commercial vehicles bypassing the New Mexico ports of entry. This section begins with a description of past efforts to estimate the number of vehicles, a description of the method used in this study, results, and an analysis and recommendations. Finally, the third section contains a review of the complex issue of the fee structure used by New Mexico compared to other states using the International Fuel Tax Agreement [IFTA] and the International Registration Plan [IRP]) and provides recommendations to improve MTPD's revenue enforcement mission. This may include an estimate of commercial vehicle counts both intra-state and inter-state for the Albuquerque metropolitan area, if the budget and time permits. The ability to prioritize work assignments and an ongoing workload assessment process are two key elements of allocation methods in the field of law enforcement. A well-developed progressive allocation plan must ensure the continued deployment of sufficient personnel to accomplish most critical tasks while also anticipating trends such as political intervention or fiscal constraints which could significantly impact allocation and future staffing capabilities (Butler, 2007) . To complete the staffing study a number of tasks were accomplished. We reviewed previous staffing studies of DPS (Bower, et al 2001; Department of Public Safety 2004, 2006, 2007); we also reviewed a 2013 study of the MTPD by the NM Legislative Finance Committee. We reviewed literature relating to law enforcement staffing study methods specifically dealing with staffing patrol agencies. During our staffing study of the NM State Police in 2012, we contacted various state law enforcement agencies and other law enforcement agencies regarding staffing studies they may have completed. We provide the results of that review in this study, as the findings are pertinent to the MTPD study. In addition to collecting background information, we held several meetings with MTPD staff to discuss the study and focus the research. Based on this information and for a number of reasons, discussed later, we decided to use the established Police Allocation Model (PAM) to calculate staffing levels for the MTPD commissioned officer unit. To calculate staffing for the non-patrol civilian transportation inspectors (TI), we used a modified workload method. This is discussed in more detail later. We used a similar method to determine the staffing levels of the NMSP non-patrol units in our 2012 staffing study. As stated, during the project we met with MTPD administrative staff to discuss the data needed to complete the staffing study and requested these data. This included data by unit being studied (MTPD commissioned and civilian TI), district level data (e.g., miles of road by type of road, road coverage, span of control), officer level data (e.g., calls for services, patrol time, administrative time, medical and vacation use), operations data (e.g., shift length, shift relief factors, and weekly work hours), performance objectives (e.g., administrative time, court time, proactive time, travel time, patrol intervals, commercial vehicle inspection time, credential booth time, and permit issuance time), and policy decisions (e.g., calls for service, minimum staffing levels, patrol intervals, coverage per week, and immediate response availability). The data requests are discussed in more detail later. The analysis section of the report describes the steps we took using PAM to calculate the staffing level of MTPD and the steps we took using the modified workload method to calculate the civilian TI staff level. We also discuss the results and provide a number of recommendations and a conclusion. Details: Albuquerque: New Mexico Sentencing Commission, 2014. 52p. Source: Internet Resource: Accessed September 18, 2015 at: http://nmsc.unm.edu/reports/2014/motor-transport-police-division-staffing-study-final-report.pdf Year: 2014 Country: United States URL: http://nmsc.unm.edu/reports/2014/motor-transport-police-division-staffing-study-final-report.pdf Shelf Number: 136822 Keywords: Police OfficersPolice PatrolPolice PerformancePolice Resource Allocation |