Police Organization and Management

1
CHAPTER
6

• Police Organization and Management

2
The Police Mission

• The purposes of policing in democratic
• societies is to
• Enforce and support the laws
• Investigate crimes/apprehend
• offenders
• 3. Prevent crime
• Ensure domestic peace and
• tranquility
• Provide the community with
• enforcementrelated services

3
Enforcing the Law

• Only about 1020 of all calls to the police
• require a law enforcement response.
• Police cannot enforce all of the laws.
• Resources are limited.
• Law enforcement priorities are significantly
• affected by community needs. Individual
• discretion also impacts them.
• Police are expected to support the laws they
• enforce.

4
Apprehending Offenders

• Offenders may be apprehended
• While committing a crime
• Shortly after committing a crime
• After an extensive investigation

5
Preventing Crime

• Crime prevention is proactive. It aims to
• Reduce crime and criminal opportunities
• Lower the rewards of crime
• Lessen the fear of crime
• Law enforcements ability to prevent crimes
  relies in part on their ability to predict crime.
  
• Determining when and where crimes will occur
• Allocating resources accordingly
• Crime mapping, as with CompStat, helps

6
Preserving the Peace
Law enforcement do a number of activities to help
ensure domestic peace and tranquility.
Examples Supervising parades and public
demonstrations Officers may focus
on quality-of-life offenses, acts that create
physical disorder or reflect social decay or that
could lead to further deterioration (broken
windows theory). Examples Vandalism,
excessive noise.
7
Providing Services

• Law enforcement provides the community with
  enforcement-related services. Police are just a
  phone call away.
• Police handle emergency and non-emergency calls,
  such as
• Barking dogs
• Lost and found items
• Minor accidents

8
Operational Strategies

• There are five core operational
• strategies, each with unique features
• Preventive patrol
• Routine incident response
• Emergency response
• Criminal investigation
• Problem solving
• Additionally, there is an ancillary
• operational strategy support services.

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Preventive Patrol

• The dominant operational policing strategy
• is preventive patrol, which places
• uniformed officers on the street in the
• midst of the public.
• Patrol is designed to
• Deter crimes
• Interrupt crimes in progress
• Position officers for quick response to
  emergencies
• Increase the publics feeling of safety and
  security

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Routine Incident Response

• Routine incident responses include restoring
  order, documenting information, or provide
  another immediate service to the parties involved
  in routine occurrences such as minor traffic
  accidents.
• This is the second most common police
• activity.
• Having a good response time is strongly
• linked to citizen satisfaction.

11
Emergency Response
Emergency responses (or critical incidents) occur
in response to crimes in progress, serious
injuries, natural disasters, and other situations
in which human lives may be in jeopardy.
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Criminal Investigation
Criminal investigations dominate media attention
but constitute a relatively small proportion of
police work. An investigation involves
discovering, collecting, preparing, identifying,
and presenting evidence to determine what
happened and who is responsible.
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Criminal Investigation

• First responding officers
• Provide assistance to the injured and in
• capturing suspects.
• Secure the crime scene.
• Conduct the preliminary investigation.
• Sometimes, special crime-scene investigators will
  come in to assist.
• Follow-up investigations are based on solvability
  factors.

14
Problem Solving

• Problem solving policing requires
• Gathering knowledge of problem
• causes
• Developing solutions in partnership
• with the community
• Responding with a workable plan
• Assessing the progress

15
Support Services
Support services are ancillary services such as
dispatch, training, personnel, property control,
and record-keeping that keep agencies running.
16
Managing Police Departments

• Police management refers to the administrative
  activities of controlling, directing, and
  coordinating police personnel, resources, and
  activities in order to
• Prevent crime
• Apprehend criminals
• Recover stolen property
• Perform regulatory and helping services

17
Police Organization and Structure
Most police organization is structured along
lines of authority.

• Line Operations
• Field activities or supervisory activities
  directly related to day-to-day police work

• Staff Operations
• Include support roles, such as administration

18
Chain of Command

• The organizational chart of any police agency
  shows a hierarchical chain of command.
• Represents order of authority
• Quasi-military structure

19
Policing Styles

• History helps shape policing styles,
• how agencies see their purpose, and
• choose to fulfill it.
• There are three basic policing styles
• Watchman
• Legalistic
• Service

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Historical Eras in American Policing
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The Watchman Style of Policing

• The watchman style of policing are typically in
  lower- or lower-middle class areas that have a
  lot of crime.
• This style is marked by
• Order maintenance
• Controlling illegal and disruptive behavior
• Considerable use of discretion

22
The Legalistic Style of Policing
Legalistic style police departments are committed
to enforcing the letter of the law and take a
laissez faire stance on behaviors that are
simply bothersome.
23
The Service Style of Policing

• Service style police departments strive to meet
  community needs. They are
• Concerned with helping rather than strictly
• enforcing the laws.
• More likely to supplement law enforcement
• activities with community resources.
• Popular today.

24
Police-Community Relations (PCR)

• The Police-Community Relations (PCR) movement
  began in the 1960s and 1970s. This movement
  recognizes the need for the police and the
  community to work together.
• Consistent with this movement are
• Store-front auxiliary police offices
• Neighborhood watch
• Drug awareness programs
• Project ID

25
Team Policing

• Team policing is an extension of the PCR
  movement.
• With team policing, conventional patrol
  strategies are reorganized and police teams are
  assigned to fixed districts.
• Police become more familiar with the
• people of their districts and their
  problems and concerns.

26
Community Policing
Consistent with service policing, community
policing emphasizes the idea that police must
partner with the community to help fulfill the
community needs. Police actively work with
citizens and with social services to help solve
problems.
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Community Policing

• Community policing involves at least one
• of four elements
• Community-based crime prevention
• Reorientation of patrol activities to emphasize
  nonemergency services
• Increased police accountability to the public
• A decentralization of command, including greater
  use of civilians at all levels of police decision
  making

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Community Policing as Corporate Strategy
Some suggest that police departments operate like
corporations, and that community policing is the
newest strategy. Other strategies are strategic
policing and problem-oriented policing.
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Critique of Community Policing

• Some criticize community policing, citing
  problems such as
• Too abstract of a concept
• Hard-to-measure success
• Difficult to conceptualize and quantify
• citizen success
• Not readily accepted by all police officers or
• managers
• Difficulty coming to a consensus with regard
• to whats considered a community
• problem

30
Terrorisms Impact on Policing
The September 11, 2001 terrorist attacks changed
the role of police departments. The core mission
has not changed, but all police departments now
devote much more resources to preparing for a
possible terrorist attack and intelligence
gathering.
31
The International Association of Chiefs of Police
(IACP) Approach

• IACP announced its Taking Command Initiative in
• They identified five key principles behind
• an effective homeland security policy.
• Homeland security proposals must be developed in
  local context.
• Prevention is a key part of any strategy.
• State and local law enforcement can help
  identify, investigate, and apprehend terrorist
  suspects.
• Strategies must be coordinated nationally, not
  federally.
• There cannot be a one-size-fits-all approach
  considering the vast diversity among state and
  local law enforcement and public safety agencies.

32
Intelligence-Led Policing and Antiterrorism

• Intelligence-Led Policing (ILP) is a technique
  involving the use of criminal intelligence to
  guide policing in the fight against terrorism.
• Police should be able to collect and/or
• analyze intelligence information and form
• an effective response to credible threat.

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Community Policing and Antiterrorism

• Community policing roles in the intelligence
• process include
• Provide materials to raise community awareness of
  suspicious actions, behaviors, and events.
• Organizing community meetings emphasizing
  prevention, vigilance, and awareness.
• Ensuring that community members know how to relay
  information to the police.
• Encouraging crime prevention, proactive policing,
  and close connections between the police and the
  public.

34
Information Sharing and Antiterrorism
Sharing information across jurisdictions is
crucial to effective antiterrorism plans and
creating a fully integrated criminal justice
information system. Such efforts are called
boundaryless policing.
35
Discretion and the Individual Officer
Even as police agencies adapt to threats posed by
terrorism, individual officers still retain a
considerable amount of discretion.
discretion choice
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Factors that Influence Discretion

• There are a number of factors that influence
  police decision making, including
• Officers background
• Suspects characteristics
• Department policy
• Community interest
• Pressure from victim
• Disagreement with the law

37
Professionalism and Ethics

• Todays demands for police professionalism
  require that police officers have specialized
  knowledge and they adhere to professional
  standards and police ethics.
• Accreditation is a step toward greater
• professionalism.
• Ethics training is integrated into most
• basic training programs.

38
Education and Training

• Modern police education programs involve training
  in areas like
• Human relations
• Firearms
• Communications
• Legal issues
• Patrol
• Investigations
• Report writing
• A post-academy field training program (PTO) is a
  recent development in police training.

39
Education and Training

• According to a 1999 Bureau of Justice Report, the
  median number of classroom training hours
  required of new officers is
• 823 for state police
• 760 for county
• 640 for municipal
• 448 for sheriffs

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Formal Education
Formal education is not required by all police
departments, though for decades it has been
recommended by several Commissions and groups.
Departments vary with regard to hiring
requirements. Some require no college others
require a four-year degree. Most federal
agencies require college degrees.
41
Recruitment and Selection

• Law enforcement agencies use a variety of
  applicant screening methods, including
• Personal interviews
• Basic skills tests
• Physical agility measures
• Medical exams
• Drug tests
• Background investigations
• Psychological testing

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Percentage of Local Police Departments Using
Various Recruit-Screening Methods, (Bureau of
Justice Statistics, 2000)
43
Average Base Starting Salary for Entry-Level
Officers in Local Police Departments
44
Average Base Starting Salary for Entry-Level
Officers in Sheriffs Offices
45
Ethnic and Gender Diversity in Policing

• Opportunities for women and minorities in
  policing are expanding.
• Many departments have dramatically increased
  their complement of officers from unrepresented
  groups.
• In 2000, 22.7 of officers were racial and
• ethnic minorities.
• Women are still significantly underrepresented,
• accounting for only 13 of all sworn officers.

46
Women as Effective Police Officers

• Some women have integrated well into the role of
  police officer. Others feel strain and
  isolation.
• Strain caused by family roles
• and parenting, underutilization,
• uncooperative attitudes of male
• officers.

47
Increasing the Number of Minorities and Women in
Police Work

• The Police Foundation recommends
• Involving underrepresented groups in departmental
  affirmative action and long-term planning
  programs.
• Encouraging the development of an open promotion
  system.
• Periodic audits to make sure that female officers
  are not being underutilized by ineffective
  tracking into clerical and support positions.