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
enforcement–related services

3. Enforcing the Law Only about 10–20% 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 enforcement’s 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.

9. 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 public’s feeling of safety and security

10. 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.

12. 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.

13. 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 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

20. Historical Eras in American Policing

21. 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.

27. 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

28. 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.

29. 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 what’s considered a “community
problem”

30. Terrorism’s 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.

33. 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

36. Factors that Influence Discretion
There are a number of factors that influence police decision making, including:
Officer’s background
Suspect’s characteristics
Department policy
Community interest
Pressure from victim
Disagreement with the law

37. Professionalism and Ethics
Today’s 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

40. 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

42. 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 Sheriff’s 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.