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© 2011 The McGraw-Hill Companies, Inc. All rights reserved. Police in America Chapter Seven Patrol: The Backbone of Policing The Central Role of PatrolMajority of police officers assigned to patrolGatekeepers of the CJ System and therefore most important decision makersExperience on patrol formative part of police officer’s careerLeast desirable assignment The Functions of Patrol To deter crime To enhance feelings of public safety To make officers available for service The Organization and Delivery of PatrolFactors affecting the delivery of patrol services Number of sworn officers Police-population ratio Assignment to Patrol Distribution of Patrol Officers One versus two officer cars Work styles of officers“Hot Spots” An area that receives a disproportionate number of calls for police service/ has a high crime rate Types of Patrol: - Foot patrolAutomobile patrol - One officer versus two officer cars Staffing Patrol Beats - On any given night, no officer is available for many patrol beats - Police patrol is very expensive Styles of PatrolIndividual Styles Officer-initiated activity Includes stopping, questioning, frisking suspicious citizens, stopping vehicles, writing traffic tickets, etc. Amount varies between departmentsSupervisor Styles Also affect an officer’s level of activity Organizational Styles James Q. Wilson identified three distinct organizational styles. The watchman style emphasizes peace-keeping without aggressive law enforcement and few controls over rank-and-file officers. The legalistic style emphasizes aggressive crime-fighting an attempts to control officer behavior through a rule-bound, “by the book” administrative approach. The service style emphasizes responsiveness to community expectations and is generally found in suburban police departments where there is relatively little crime. Patrol SupervisionThe Role of Sergeant: Patrol supervision is usually accomplished by the sergeant on duty. The principle of span of control holds that a supervisor can effectively manage only a limited number of people. The recommended span of control is one sergeant for about every eight officers. The Communications Center The Nerve Center of Policing 911 Communications center Citizen-dominated Reactive Incident-based 911 Systems Processing Calls for Service Operator-Citizen Interactions 911 Systems Introduced by AT&T Company in 1968 911 systems contributed to increase in calls for service To handle this increase, departments assign priorities to incoming calls based on seriousness of problem Police able to more efficiently manage delayed responses to non-emergency calls Processing Calls for ServiceCommunication center operators Obtain information from caller and makes decision about appropriate response Exercise tremendous discretion Only ½ of all calls to 911 result in a dispatch Operators ask questions of callers Operators assess situation Operators decide how many and which officers to dispat.
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CHAPTER 13 Police Strategies and Tactics LEARNING OBJECTIVES • Identify the three cornerstones of modern police strategy for dealing with crime. • Summarize the findings of the Kansas City Preventive Patrol Experiment. • Summarize the findings of research on the effects of police response time. • Summarize the findings of research on the effectiveness of detective follow-up investigations. • Distinguish between reactive and proactive repeat offender programs. • Explain the rationale underlying differential responses to calls for service. • Distinguish between the police–community relations programs of the 1960s and 1970s and com- munity policing of the 1980s and 1990s. • Explain how problem-oriented policing differs from traditional single-complaint policing. • Describe how the police response to domestic violence has evolved over the last two decades. • Describe how the police response to missing children has changed in recent years. Any analytical approach to organizations focuses naturally on the methods used to perform the basic work of the organization. These work methods are sometimes referred to as tasks or as organizational technology. The use of the term “technology” in this context does not imply highly sophisticated or complicated methods or equipment, but simply the techniques, whether simple or complex, employed to perform the organiza- tion’s work. Assembly line manufacturing, for example, is a basic organizational technol- ogy in which each worker performs a single specialized task on a product as it moves by on the assembly line, resulting in the finished product having been worked on by many specialized employees. If, instead, each worker assembled a complete product, performing all the various tasks necessary to finish the product, we would recognize that a different organizational technology was in use, even though the product was the same. F O S T E R , C E D R I C 1 6 9 2 T S 13 Police Strategies and Tactics 385 In this chapter, we look analytically at police organizational technology. Traditional police terminology refers to tactics and strategies, which are simply combinations of spe- cific tasks and general approaches to achieving police organizational objectives. We will identify the most commonly utilized police strategies and tactics and assess the available evidence about their effectiveness. Since the early 1970s there has been a tremendous number of studies aimed at evaluating and analyzing police strategies and tactics. In a rational approach to police administration, managers should carefully design work tasks and organize them into tactics and strategies in such a way that the organiza- tion’s goals of protecting life and property and maintaining order are maximally attained. This chapter is intended to introduce the reader to a rational approach while, at the same time, identifying constraints that limit such an approach. One constraint is the vague- ness of the police goal of.
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i Paper Prepared By: Eric J. Fritsch, Ph.D. University of North Texas Department of Criminal Justice 1155 Union Circle #305130 Denton, TX 76203-5017 Copyright © 2013 (940) 565-4954 University of North Texas [email protected] Denton, TX 76203 http://policestaffing.unt.edu/ All rights reserved How many patrol officers/deputies does a law enforcement agency need? This white paper reviews the common methods used today to answer this question along with the limitations of each. It provides a comprehensive discussion of the factors and performance objectives that impact police patrol allocation and how modern patrol allocation models, including the Model for the Allocation of Patrol Personnel (MAPP), account for each of these factors and objectives. Factors that Impact Police Patrol Allocation White Paper July 2013 http://policestaffing.unt.edu/ ii TABLE OF CONTENTS Introduction 1 Common Patrol Allocation Methods 1 Overview of MAPP 4 Factors that Impact Police Patrol Allocation 6 Data-Driven Variables 6 Calls for Service 7 Service Time 9 Roadway Miles (Impacts Visibility) 10 Patrol Speed (Impacts Visibility) 11 Geographic Area (Impacts Response Time) 12 Response Speed (Impacts Response Time) 12 Leave Rate 13 Policy Variables 15 Policing Service Model 15 Response Time 16 Immediate Availability to Respond to Emergencies 17 Visibility Objective 18 Self-Initiated Activity 20 Administrative Activity 21 Unrecoverable Patrol Time 21 Two-Officer Patrol Units 23 How Policy Decisions Impact Patrol Allocation 23 Example 1: Base MAPP 24 Example 2: Increased Self-Initiated Time 25 Example 3: Slower Response Time 26 Example 4: Increased Visibility 27 Discussion and Conclusion 28 1 INTRODUCTION It is common for law enforcement administrators to ask some variation of the question, “How many patrol officers/deputies do we need?” In reality, there is no universally applicable answer to this question. How many patrol officers are needed depends upon what level of police services is desired. There is no fixed standard in this respect. Some communities want a Priority 1 response time of 4 minutes; some are willing to tolerate 7 or 8 minutes. Some communities want 50 percent of each shift to be spent on proactive patrol; some are willing to get by on 15 percent. Some communities want extensive traffic enforcement; some do not. Some communities want high patrol visibility in residential neighborhoods; for others, one drive through a neighborhood every 2 weeks is plenty. There is no rule requiring that at least one patrol officer always be ...
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Investigative Intelligence- Chapter 7 Lecture Notes WHO ARE DECISION‐MAKERS? • POP has been pivotal in advancing the notion that not all crime solutions come from the police. There are a range of other decision‐makers in the criminal justice system, and beyond. a. Front‐line officers • The traditional target for tactical analysis and intelligence products. • Unclear whether front‐line officers are decision‐makers in terms of the 3i model, because there is often a lack of accountability and they can be easily drawn away by emergency and other radio calls. • Yet, analysts need to maintain a relationship with patrol officers because they are often a source of quality information. • ‘Tactical intelligence’ can too often deteriorate into case support. b. Police leadership • Police leadership are often decision‐makers, but often uninformed as to the latest research on what works and what doesn’t in crime prevention and reduction. • Much police leadership training assumes that officers know how to reduce crime, but the evidence suggests otherwise. • This may explain why so many policing strategies are traditional, saturation patrol type affairs. c. Non‐law enforcement • Regulatory agencies have the added advantage of drawing on regulation and compliance‐based processes that go beyond simple prosecution. • Part of the nodal governance idea, whereby police are supplemented by government and the private sector that can provide additional security services. d. The general public • The main target for dissemination with community policing • Intelligence‐led policing and POP take a similar view: Communities are suitable decision‐makers where they can help, but are not essential decision‐makers for every problem. • Little research evidence suggests that greater dissemination to the public has an impact on crime. • Security networks • Additional agencies that are now often incorporated into security networks include Customs and border control, Immigration authorities, Defense agencies, and national security bodies. • 1998 Crime and Disorder Act (UK) made multiagency crime prevention initiatives a statutory requirement • GMAC PBM is a good example. UNDERSTANDING THE CLIENT’S ENVIRONMENT • When client’s don’t understand the demands of good analysis, they tend to be unforgiving in respect of the time and effort required for good products. As a result, they create a pressure that can cause poor products. • Other agencies – media, politicians and so on – have their own agenda and try to push decision‐makers to act in their interests. • The key is the crime intelligence product is likely to be the only objective voice that decision‐maker’s hear. a. Working with the audience • .
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06980 Topic: CJE 4110 Exam Essay 1 Number of sources: 1 Writing Style: APA Type of document: Essay Academic Level:Undergraduate Number of Pages: 2 (Double Spaced) Category: Criminology Order Instructions: ATTACHED Write an essay using the following keywords. Your essay should (a) accurately define/describe the terms, (b) coherently connect them, and (c) reflect your knowledge of the relevant course material. Key Words: • Kansas City Preventive Patrol Experiment, • Foot Patrol, • Community Oriented Policing, • Broken-Windows Theory, • Directed Patrol. Your essays should not be less than 500 words. Forum Discussion Question – ANSWER WITH AT LEAST 250 WORDS OR MORE FOLLOW INSTRUCTIONS IN THE QUESTION. THIS IS A ORGANZATIONAL MGMT 601 CLASS View Full DescriptionMindfulness is a method of helping the brain focus. Neuroscience is making strides into the business environment. Find an article or two on neuroscience or more specifically neuroleadership. How can mindfulness, along with neuroscience/neuroleadership help a leader focus his or her followers? Please you do not have to cite the articles or include the references. You should provide attribution. Attribution is where you give credit. For example, if the article you select is written by Smith, you may write as follows: Smith stated (talked, reviewed, etc) that... POLICE MANAGEMENT CHAPTER FIVE 1 To Start with… What is the difference between MANAGEMENT and SUPERVISION? Give specific examples to the roles of managers and supervisors 2 Management & Supervision The management of police departments and supervision of police officers is central to organizational success 3 The Managerial Process There are 4 major functions of the managerial process Organizing: The process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives Leading: Motivating others to perform various tasks that will contribute to the accomplishment of goals and objectives Planning: The process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them Controlling: The process by which managers determine how the quality and the quantity of departmental systems and services can be improved, if goals and objectives are being accomplished efficiency effectiveness 4 The Managerial Process (cont.) The ‘chain of command’ separates the hierarchical levels of activities that occur in larger and smaller departments The higher the position, the greater the power, authority, and influence Top managers Middle managers Lower managers Rank-and-file personnel See p. 135 5 The Development of Police Management Classical police management Behavioral Police Management Contemporary Police Management 6 Classical Police Management Max Weber’s concept of bureaucracy is a concept central to the classical approach to organization. Principles of bureaucracy include: Specialization Aut.
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