Chapter Seven Patrol: The Backbone of Policing

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Presentation transcript:

Chapter Seven Patrol: The Backbone of Policing Police in America Chapter Seven Patrol: The Backbone of Policing © 2013 McGraw-Hill Companies. All Rights Reserved. McGraw-Hill

The Central Role of Patrol Majority of police officers assigned to patrol Gatekeepers of the CJ System and therefore most important decision makers Experience on patrol formative part of police officer’s career Least 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 Patrol Types of Patrol: Foot patrol Automobile 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 Factors 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

Styles of Patrol Individual Styles Supervisor Styles Officer-initiated activity Includes stopping, questioning, frisking suspicious citizens, stopping vehicles, writing traffic tickets, etc. Amount varies between departments Supervisor 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 Supervision The 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 Service Communication 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 dispatch Patrol officers responding to calls experience great uncertainty

Operator-Citizen Interactions Need to provide officers with as much accurate information as possible Interactions lengthy, involving many questions Some questions are a threat to caller’s trustworthiness Others are a threat to caller’s personal character/judgment

The Systematic Study of Police Patrol Patrol is point of most police-citizen interactions Studying patrol is difficult and expensive due to decentralized nature of the job Studies of police patrol include: American Bar Foundation Survey (1956-1957) President’s Crime Commission (1965-1967) Police Services Study (1977) Project on Policing Neighborhoods (1996-1997) Standards for Systematic Social Observation Designed to provide accurate, representative picture Trained observers follow officer everywhere the officer goes Take field notes which officer can then read

The Call Service Workload The Volume of Calls Depends on the area Minneapolis: 550 per year versus St. Paul: 221 per year Types of Calls Order maintenance calls Service calls However, many situations are ambiguous

Aspects of Patrol Work Response Time Discovery Time Cannot be controlled by officers Reporting Time Processing Time Travel Time Reasons why citizens delay calling Need to verify crime occurred Regain composure Call a friend or family member first Decide whether to involve police Telephone not immediately available

Aspects of Patrol Work Continued Officer use of patrol time Project on Policing Neighborhoods (POPN) studies routine police work Found that regular patrol officers spend only 20 percent of shift interacting with citizens Rest of time spent on general patrol and traveling Evading duty Delay in reporting the completion of a call High-speed pursuits A situation where a police officer attempts to stop a vehicle and the suspect knowingly flees at a high rate of speed Highly dangerous situation Decision to engage in pursuit based on judgment of officer

The Effectiveness of Patrol Initial Experiments Operation 25 Methodologically flawed Kansas City Preventative Patrol Experiment Controversial results Challenged traditional assumptions about patrol Newark Foot Patrol Experiment Crime Citizen Attitudes

Improving Traditional Patrol Police Aides or Cadets Unsworn officers Street Skills Training for Patrol Officers High-risk, low-frequency events Directed Patrol and “Hot Spots” Look for specific crimes or people, patrol certain areas Customer Feedback Beyond Traditional Patrol Taking more proactive measures Differential Response Calls Classifying calls according to seriousness Telephone Reporting Units Handle 10-20% of calls on some shifts 311 Nonemergency Numbers Non-English 911 Call Services Reverse 911 Allows police to call citizens Computers and Video Cameras in Patrol Cars Increase accountability