Research Paper: Police Dept. Proposal for City

Pages: 10 (2712 words)  ·  Bibliography Sources: 10  ·  Level: College Senior  ·  Topic: Criminal Justice  ·  Buy This Paper

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[. . .] Provides assistance in preparing annual department budget proposal as well as preparing resolutions to authorize special purchases and is responsible for recommending all purchases, equipment replacement, and overtime associated with shift or unit operations.

Police Sergeant

Responsibilities include observing, supervising and instructing subordinate officers and responding to major incidents and incidents that are in process. Supervises and is a participant in general patrol, traffic operations, and investigation or special duties. Recommends training programs and develops subordinate personnel; conducts periodic inspections of subordinates, and police vehicles and equipment; maintains disciplinary control of subordinates. May appear before citizens and community groups to explain and demonstrate Police Department policies, procedures and methods in order to cultivate favorable public relations.

Police Officer

Police Officers patrol designated areas in cars that are radio-equipped for the purpose of preserving law and order and to prevent and discover crimes that are committed as well as enforcing motor vehicle operation, traffic and parking regulations and state statutes as well as county and town ordinances. Police officers answer calls and complaints concerning vehicle accidents, fires, nuisances, assaults, robberies and other felonies as well as misdemeanors. The officer additionally administers first aid, makes arrests and testifies in court. The officer is responsible for making written incident reports. The office is responsible for demonstrating sound judgment in all duties and to act in accordance with the departmental policies and procedures.

Others

Other police department employees include: (1) police service aide; (2) dispatcher; (3) dispatcher supervisor; (4) human resources coordinator; (5) police programs specialist; (6) administrative aide; (7) crime scene technician; (8) Finance Clerk; (8) Administrative Secretary; and (9) Code Compliance Inspector.

Organizational Flow Chart

Organizational Chart

Hierarchal Command

Internal Affairs

Administrative Division

Operations Division

Salaries/Leave / Benefits & Other

Salaries and Benefits 1,299,990

Overtime and other wages 550,000

Supplies 154,000

Motor Fuels 220,222

Other services and charges 149,000

Fleet Services 255,000

Total 2,628,212

IV. Community Policing

The Bureau of Justice Assistance work entitled "Understanding Community Policing: A Framework for Action" reports that community policing "…encompasses a variety of philosophical and practical approaches and is still evolving rapidly. Community policing strategies vary depending on the needs and responses of the communities involved; however, certain basic principles and considerations are common to all community policing efforts." (1994) Community policing has as its goal the enhancement of safety in the community and it is reported that a pressing need exists to "curb the crises in many communities. (Bureau of Justice Assistance, 1994, p.9)

The goal of community policing is stated to be that of enhancing community safety, security and well-being and it is agreed upon among practitioners "that there is a pressing need for innovation to curb the crises in many communities." (Bureau of Justice Assistance, 1994,p.9) There are presently many communities that are facing challenges relating to "illegal drugs, gang violence, murders, muggings and burglaries." (Bureau of Justice Assistance, 1994, p.10)

Leaders in community government are acknowledging that responsibility for keeping neighborhoods safe belongs to them as well as to the police department and that it is necessary that communities "…take a unified stand against crime, violence, and disregard for the law." (Bureau of Justice Assistance, 1994, p. 10)

The Bureau of Justice Assistance defines community policing as "democracy in action" because community policies makes a requirement of the local government, civic and business leaders, public and private agency participation in the policing effort in the community. (Bureau of Justice Assistance, 1994, p. 12) There are necessary fundamental structural and managerial changes take place in the police organization when community policing is implemented. Specifically stated by the Bureau of Justice Assistance is the following: "While crime control and prevention remain central priorities, community policing strategies use a wide variety of methods to address these goals. The police and the community become partners in addressing problems of disorder and neglect (e.g., gang activity, abandoned cars, and broken windows) that, although perhaps not criminal, can eventually lead to serious crime. As links between the police and the community are strengthened over time, the ensuing partnership will be better able to pinpoint and mitigate the underlying causes of crime." (Bureau of Justice Assistance, 1994, p.12)

Effective community policing is stated to be dependent upon the optimization of "positive contact between patrol officers and community members. Patrol cars are only one method of conveying police services. Police departments may supplement automobile patrols with foot, bicycle, scooter, and horseback patrols, as well as adding "mini-stations" to bring police closer to the community." (Bureau of Justice Assistance, 1994, p.13) It is reported that regular community meetings and community forums enable the police and members of the community with a much needed opportunity to "…air concerns and find ways to address them. Officers working long-term assignments on the same shift and beat will become familiar figures to community members and will become aware of the day-to-day workings of the community. This increased police presence is an initial move in establishing trust and serves to reduce fear of crime among community members, which, in turn, helps create neighborhood security." (Bureau of Justice Assistance, 1994, p. 14)

The concerns and priorities of different communities are diverse in nature. The changing demographics in some cities and communities has resulted in intracommunity conflict and it is reported that these "…multiple and sometimes conflicting interests require patrol officers to function not only as preservers of law and order, but also as skillful mediators." (Bureau of Justice Assistance, 1994, p. 14)

Problem-Oriented Policing

Problem oriented policing involves the components of (1) scanning; (2) analysis; (3) response; and (4) assessment. City of San Diego Police Department, 2011)

Scanning involves the identification of problems.

Analysis, involves asking questions to become informed about the problem.

Response is based on analysis, which results in a custom-made solution addressing the problem.

Assessment involves the evaluation of the response to gauge the effectiveness of that response. (City of San Diego Police Department, 2011)

Differential Police Response

Differential Police Response' (DPR )was implemented in the early 1980s for the purpose of maintaining "an optimum balance between too many requests for police services and too few resources." (Forst, 2000) DPR is inclusive of the following characteristics:

(1) the decrease of operating costs;

(2) the decrease of the ratio of patrol officers to citizen-initiated calls;

(3) the decrease of the speed of response time due to a strong system of internal processing, dispatch and deployment;

(4) decrease in the number of calls needing an immediate response; and (5) increase in availability of time for community policing and crime prevention. (Telemasp Bulletin, 2006)

This involves those who take the calls or 'call-takers' classifying calls and them employing discretion concerning the appropriate classification of calls.

Civilians "…have been found to be a source of lower costs primarily through lower pay, reduced training requirements, and smaller overhead requirements." (Forst, 2000)

References

Call-Takers in Differential Police Response (2006) TELEMASP Bulletin. Vol. 13 No. 1. Jan/Feb 2006. Retrieved from: http://www.lemitonline.org/telemasp/Pdf/volume%2013/vol13no1.pdf

Davie Police Department Business Plan (nd) Retrieved from: http://www.davie-fl.gov/Pages/DavieFL_Admnstratn/strategicplan/Dept_BusnPlan/W2_Police_Plan.pdf

Equal Employment Opportunity and Affirmative Action (2011) Ohio Department of Transportation. Retrieved from: http://www.dot.state.oh.us/Divisions/EqualOpportunity/Employment%20LawAffirmative%20Action%20Training/EEO_Affirmative%20Action.pdf

Forst, Brian (2000) The Privatization and Civilianization of Policing. Boundary Changes in Criminal Justice Organizations. Retrieved from: http://www.ncjrs.gov/criminal_justice2000/vol_2/02c2.pdf

Problem Oriented Policing (2011) City of San Diego Police Department. Retrieved from: http://www.sandiego.gov/police/about/problem.shtml

Ratcliffe, Jerry… [END OF PREVIEW]

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