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Date: May 5, 2024 Sun
Time: 2:13 pm
Time: 2:13 pm
Results for police management
7 results foundAuthor: Lim, Nelson Title: Workforce Development for Big-City Law Enforcement Agencies Summary: The readiness of any police workforce requires careful and consistent personnel development. Specifically, the individual talent within the workforce must be managed in such a way that the skills and knowledge needed to provide effective law enforcement are recognized, appropriately utilized, and fostered. This occasional paper provides an overview of a RAND methodology for creating an effective workforce development system to better align personnel with current and future force requirements. The paper presents a conceptual framework, its major steps, and its strengths and limitations in a law enforcement context. Details: Santa Monica, CA: RAND, 2012. 10p. Source: Issues in Policing, Occasional Paper: Internet Resource: Accessed May 13, 2012 at http://www.rand.org/content/dam/rand/pubs/occasional_papers/2012/RAND_OP357.pdf Year: 2012 Country: United States URL: http://www.rand.org/content/dam/rand/pubs/occasional_papers/2012/RAND_OP357.pdf Shelf Number: 125248 Keywords: Criminal Justice PersonnelPersonnel ManagementPolice ManagementPolice TrainingUrban Areas |
Author: Great Britain. Comptroller and Auditor General Title: Police Procurement Summary: Although the 43 police forces in England and Wales and the Home Office are making savings in the procurement of goods and services for the forces and are implementing initiatives to improve value for money, many opportunities remain unexploited. Police forces procure a wide range of goods and services, from uniforms and police vehicles to estate and facilities management services such as cleaning, spending some £1.7 billion in 2010-11. The Department oversees the police service, and central government provides most of its funding, but individual forces have traditionally bought many goods and services independently. With central government funding being reduced by some £2 billion in real terms over the spending review period, however, the Home Office has taken a role in providing leadership and support to help forces improve their procurement and make savings. Many forces are now working with others to improve their buying power and make administrative savings, but most collaborations involve few forces and nearly half of all forces still have independent procurement teams. Some forces have set up regional or national approaches to purchase common goods and services which many other forces take advantage of. However, common specifications for many types of goods and services do not exist, which reduces scope for collaborative buying. The NAO found at least nine separate specifications for each of five common types of equipment used by police officers, such as boots, body armour and high-visibility jackets. The NAO estimates forces could save up to a third of their costs in such areas, for example by agreeing a common specification for a uniform, such as that agreed by the Prison Service. The Home Office’s efforts so far have been hampered by the lack of timely, accurate and detailed data, with national level data collection enjoying limited success and expenditure data up to two years out of date. This makes it difficult for it to target its interventions. Forces also reported mixed views about the support the Department provides. It has set up frameworks for body armour and vehicles which forces are legally compelled to use, and forces are on the whole positive about these, but it has been slow to build on this despite support from two-thirds of forces for further mandatory frameworks. There are also tensions between the Department’s strategy to increase procurement at a national level, and its reforms to increase local accountability, such as the introduction of Police and Crime Commissioners. The Department, forces and Commissioners will need to work together more effectively to identify and deliver further savings, particularly given the need to minimize the impact that cost reductions have on frontline policing. Details: London: National Audit Office, 2013. 44p. Source: Internet Resource: Accessed March 30, 2013 at: http://www.nao.org.uk/wp-content/uploads/2013/03/10092-001-Police-procurement.pdf Year: 2013 Country: United Kingdom URL: http://www.nao.org.uk/wp-content/uploads/2013/03/10092-001-Police-procurement.pdf Shelf Number: 128165 Keywords: Cost-Benefit AnalysisCosts of Criminal JusticePolice AdministrationPolice ManagementPolice ProcurementPolicing (U.K.) |
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: Police Executive Research Forum Title: Compstat: Its Origins, Evolution, and Future in Law Enforcement Agencies Summary: This report, “Compstat: Its Origins, Evolution, and Future in Law Enforcement Agencies,” traces how Compstat came into being, how it changed as it spread to hundreds of police agencies across the country, and where it’s headed for the future. Begun 20 years ago in New York City, Compstat has become a part of the institutional DNA of policing. With support from the Bureau of Justice Assistance, PERF launched a project to assess how this happened. We conducted a survey of law enforcement agencies about their Compstat systems, and we held a national conference in which police executives and other experts described their experiences with Compstat. Then PERF conducted site visits in law enforcement agencies across the country, observing Compstat meetings and interviewing local officials. We found that law enforcement agencies have taken Compstat in different directions and to new levels of performance since it was first developed. Few policing innovations have been more transformative than Compstat. Compstat changed how police view crime problems. Instead of merely responding to crimes after they are committed, police expanded their mission to focus on preventing the next crime. Compstat helps to achieve that mission. Details: Washington, DC: Police Executive Research Forum, 2013. 52p. Source: Internet Resource: Accessed August 10, 2013 at: http://policeforum.org/library/compstat/Compstat.pdf Year: 2013 Country: United States URL: http://policeforum.org/library/compstat/Compstat.pdf Shelf Number: 129614 Keywords: Compstat (U.S.)Crime AnalysisPolice AdministrationPolice ManagementProblem-Oriented Policing |
Author: Coyne, John William Title: Strategic Intelligence in Law Enforcement: Anticipating Transnational Organised Crime Summary: Law enforcement strategic intelligence theory and practice has developed slowly as a result of intelligence-led policing methodologies and police cultural resistance. The implementation of "intelligence-led policing" - one of the most widely supported police management methodologies - has focused on tactical implementation of intelligence support. As a result, most law enforcement intelligence research, as well as organizational and professional intelligence doctrine, has had a sharp tactical focus which has centred on information collection, collation and sense-making at the street and case level. Since the late 1980s, law enforcement agencies have become increasingly aware that their capabilities have been surpassed by the number of criminal acts and their increasing complexity. This issue has been particularly evident with regards to transnational organized crime (TOC). Organised crime activities and interests have rapidly expanded from being localised, then nationalised, followed by regionalised and finally globalised making the threat that TOC poses to national and regional security significantly greater. This increased threat has been accompanied by an increase in the complexity of TOC structures and activities. Globally law enforcement agencies have experimented with, developed and implemented a range of police management methodologies to move from responsive to proactive paradigms in response to developments in the crime environment - especially TOC. The application of strategic intelligence in law enforcement has been viewed by some justice policy professionals and senior police officers as the means by which decision-making on strategy setting and policy, using incomplete or complex data sets, can be made more objective. In this context intelligence is used to make "sense" of the sheer volume of information now available. This becomes increasingly important in an age where the role of police has morphed from a simplistic response and enforcement activity to one of managing human security risk. The primary research question which guided this thesis was "How can strategic intelligence be used to support law enforcement decision-makers in preventing, detecting, disrupting, and investigating transnational organised crime". This research was underpinned by an interpretivist theoretical perspective. The research methodology allowed for the selection of an explorative approach, using case studies that then permitted the development of a new strategic intelligence framework. The complexity of the variables involved and the selected exploratory approach necessitated the use of multiple data collection methods incorporating a multi-disciplinary theoretical framework. This framework allowed for the use of inductive reasoning in theory development. It also highlighted the need to undertake a comparative approach that utilised historical and archival research, case study analysis and the application of triangulation given its capacity to provide a better understanding of strategic TOC intelligence. The thesis develops a hybrid conceptual model for strategic intelligence in law enforcement, which explains how strategic intelligence interacts and influences police management processes. The research provides an understanding of the impact of strategic intelligence across the range of strategic responses to transnational organised crime and the implications this has for police management and intelligence theory. Details: Brisbane: Queensland University of Technology, School of Justice, 2014. 313p. Source: Internet Resource: Dissertation: Accessed July 29, 2015 at: http://eprints.qut.edu.au/71394/2/John_Coyne_Thesis.pdf Year: 2014 Country: Australia URL: http://eprints.qut.edu.au/71394/2/John_Coyne_Thesis.pdf Shelf Number: 136165 Keywords: Intelligence GatheringIntelligence-Led PolicingOrganized CrimePolice Management |
Author: Mitsilegas, Valsamis Title: The End of the Transitional Period for Police and Criminal Justice Measures Adopted before the Lisbon Treaty. Who Monitors Trust in the European Justice Area? Summary: Upon request by the LIBE Committee, this Study examines the legal and political implications of the forthcoming end of the transitional period for the measures in the fields of police and judicial cooperation in criminal matters, as set out in Protocol 36 to the EU Treaties. This Protocol limits some of the most far-reaching innovations introduced by the Treaty of Lisbon over EU cooperation on Justice and Home Affairs for a period of five years after the entry into force of the Treaty of Lisbon (until 1 December 2014), and provides the UK with special 'opt out/opt-in' possibilities. The Study focuses on the meaning of the transitional period for the wider European Criminal Justice area. The most far reaching change emerging from the end of this transition will be the expansion of the European Commission and Luxembourg Court of Justice scrutiny powers over Member States' implementation of EU criminal justice law. The possibility offered by Protocol 36 for the UK to opt out and opt back in to pre-Lisbon Treaty instruments poses serious challenges to a common EU area of justice by further institutionalising 'over-flexible' participation in criminal justice instruments. The Study argues that in light of Article 82 TFEU the rights of the defence are now inextricably linked to the coherency and effective operation of the principle of mutual recognition of criminal decisions, and calls the European Parliament to request the UK to opt in EU Directives on suspects procedural rights as condition for the UK to 'opt back in' measures like the European Arrest Warrant. Details: Brussels: European Parliament, Directorate-General for Internal policies, 2014. 56p. Source: Internet Resource: Accessed July 25, 2016 at: http://www.europarl.europa.eu/RegData/etudes/STUD/2014/509998/IPOL_STU(2014)509998_EN.pdf Year: 2014 Country: Europe URL: http://www.europarl.europa.eu/RegData/etudes/STUD/2014/509998/IPOL_STU(2014)509998_EN.pdf Shelf Number: 139828 Keywords: Police CooperationPolice ManagementPolice PolicyPolice Reform |
Author: Pape, Edward Allen, Jr. Title: Intersect Policing: Bringing CompStat to the Field Level to Reduce the Fear and Incidence of Crime Summary: CompStat is a computerized crime tracking system that was introduced by the New York City Police Department in 1994 and has been adopted by police departments around the world. The CompStat process acts as an accountability system that calls for commanding officers to reduce the fear and incidence of crime. While the nationwide reduction in crime over the past two decades may be partially attributed to CompStat, the system has also created tension in many police organizations. In addition, it currently fails to involve line members of the organization, those who actually perform the work, in the crime reduction process. In many departments, CompStat has morphed into a bureaucratic monster, creating a culture of fear that has damaged morale and diminished its effectiveness. The purpose of this research was to develop a real-time operating system, using CompStat as a strategic tool, to accomplish the purpose of law enforcement by including the knowledge and experiences from all sworn officers and others with a stake in reducing crime. As the Commanding Officer of Detectives assigned to West Valley Area of the Los Angeles Police Department, I instituted a system, which I termed Intersect Policing, which is coined from Frans Johansson's book (2004), The Medici Effect. This report describes the development and results achieved through the use of Intersect Policing. This work required the use of others' research including performance management, principles of behavior, organizational change, systems, core values, human capability, mental processing ability, mythologies, culture, communication, networking, and organizational learning. Key elements were based on the CompStat model of performance management, Macdonald et al. (2006) Systems Leadership Theory and Johansson's Medici Effect. The study encompassed two years during which the West Valley Area exceeded the average reduction in crime of the entire LAPD, which has continued as of this writing. Although based on a single case, the evidence strongly suggests that Intersect Policing can assist police departments to achieve the purpose of law enforcement, reduce the fear and incidence of crime, change mythologies and culture, and improve morale. Creating an Intersection where all stakeholders in the crime reduction process can communicate and exchange ideas enables police departments to achieve the purpose of law enforcement. Details: Los Angeles: University of Southern California, 2012. 407p. Source: Internet Resource: Dissertation: Accessed April 27, 2018 at: http://digitallibrary.usc.edu/cdm/ref/collection/p15799coll3/id/96435 Year: 2012 Country: United States URL: http://digitallibrary.usc.edu/cdm/ref/collection/p15799coll3/id/96435 Shelf Number: 149921 Keywords: CompStatCrime Analysis Police AccountabilityPolice Administration Police ManagementPolice Performance |