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More on police productivity: beyond cutback to creativity
0Forensic Science Sociev
COMMENTARY
1987
More on police productivity: beyond cutback to creativity RL KEMP and HA FISCHER 401 East Chapman Avenue, Placentia, C A 92760, USA
Abstract In the face of an increased public demand for law enforcement services, coupled with limited financial resources, police forces in the USA are adopting new management techniques to make the best possible use of personnel and funds. Key wordr: Police forces; United States; Policing; Funding. Journal of the Forensic Science Society 1987; 27: 89-92 Received 9 June 1986 Police productivity Owing to limited revenue sources, local governments are finding it increasingly difficult to make financial ends meet. Management practices that stress creativity and productivity are now common across America, and law enforcement, the most visible public service, is at the forefront of this trend. As police agencies learn to adapt to this environment, creative and innovative management practices and techniques are being developed and implemented. A management climate that stresses these qualities has been created in police departments across the country. Greater management creativity, innovation and productivity have led to new advances in police practices-both internal and external to the organization. Internal practices have dealt primarily with police operations, while external programs have emphasized police-community relations. An earlier article [I] dealt with some of the ways in which police departments have maintained services at no additional cost to taxpayers, and some further new and emerging practices are highlighted below.
Back to basics Many smaller and medium-sized departments have eliminated some of the so-called "nice-but-not-necessary" programs, such as frequent vehicle replacements, utilizing new micro-computers instead of the more expensive mini-computers, and more sophisticated management information systems. Also, the trend has been for departments to share unique, infrequently used, or costly resources with neighboring law enforcement agencies. 89
Shared resources Many departments share their expertise and technology with one another. Examples include helicopter patrols, emergency response teams, K-9 units, and hostage negotiating teams, to name a few. For the department that only needs such resources infrequently, this trend can be a major source of cost savings. Not to be overlooked is specialized equipment that may be available on a loan basis through the Department of Justice and its regional offices. Patrol scheduling Patrol scheduling has traditionally evolved around using the same number of sworn personnel on any given shift. Although most departments are sensitive to patrol staffing demands, this is an area easily overlooked if not routinely monitored on a continued basis. Shifting crime patterns require a constant evaluation and adjustment of existing patrol deployment practices. Job-related training When funds were tight, training budgets were the first to go. Most departments now realize the value of developing their human resources. Training also helps a department take advantage of the latest law enforcement techniques. The development of human resources is as important as using the latest technology. Training budgets are funds well spent. Participative management Recent studies reveal that the manager that operates in a vacuum frequently has a problem in gaining accepfance for new policies and programs. There is now a greater use of staff resources, both sworn and civilian, at all levels of the organization. The use of committees, task forces, and project management techniques, is growing in popularity. This trend is likely to continue. Use of micro-computers A greater number of smaller, more cost-effective, and technologically sophisticated computers are prevalent in many departments. As the work force becomes more computer-literate, and applications become more "user-friendly", the use of micro-computers will increase dramatically. This trend will occur both vertically and horizontally within law enforcement organizations. Managing calls-for-service The method in which calls-for-service are handled has a major impact on a department's ability to increase police services to the community. A merely reactive posture when dispatching could prove to be counterproductive. Analyzing calls-for-service enables an agency to handle its workload more effectively. When placing priorities on calls-for-service, different categories of importance should be identified (eg, immediate response, routine 90
response, and calls over which police have little or no control). Calls in the latter category should be diverted to a more appropriate agency. Alternative methods of reporting incidents Some agencies utilize the postal service, telephone, or ask citizens to appear at the police department to report certain types of incidents not requiring the presence of a police officer. Non-sworn staff members can prepare many of these reports, thereby freeing up the police officer's time for more important law enforcement duties. Criminal case investigations Many departments now categorize criminal cases for investigative purposes. A typical system includes three categories: in-custody cases requiring immediate attention; cases with workable leads; and non-serious cases with no investigative leads. This type of case management system is usually handled by the supervisor on duty. Prioritizing cases frees up valuable investigative time to concentrate on workable cases. Peace officers standards and training services Valuable law enforcement resources are available from many states in the areas of management consulting and information on contemporary police practices. Upon request, these agencies work with management personnel and assist them in reviewing and improving the operations of their organization. Free informational resources, including an extensive research library, are usually available for the asking. Commercial Crime Watch This program, similar to Neighborhood Watch, helps reduce crime in neighborhood commercial centers. Emphasis is placed on merchants becoming familiar with other business persons in their area, and reporting suspicious activity to the police. An important goal of this program is to open lines of communication between the business community and the police department through "Center Contacts", which are similar to Block Captains in a Neighborhood Watch Program. Crisis Assistance Teams Police officers are frequently exposed to traumatic situations, which can be caused by both combative and non-combative incidents. Some departments have formed an internal Crisis Assistance Team composed of volunteers, who receive training in trauma counseling. The team's sole purpose is to provide personal support to their colleagues in times of need. Police chaplain programs Many departments have created their own chaplain referral programs, using ministers from within their community who volunteer their time. Chaplains are available for counseling to departmental personnel as well as community 91
members. Family disputes, delinquency situations, and other personal and family crises may require this service.
Spousal information programs Greater understanding of the officer's job helps to inform a spouse of the multiple demands created by a career in law enforcement. Many departments have created spousal information programs that include patrol ride-alongs, departmental orientations, meetings with supervisors, and even formal classes with relevant reading material. Management ride-along programs It is important to maintain open lines of communications and to keep administrative personnel in touch with operations at the line level. Many departments have initiated patrol ride-along programs for their administrative personnel. A typical program involves a mandatory ride-along on a patrol shift, usually a minimum of once each month. Management challenge The public's demand for more law enforcement services continues, but the growth of local government revenues has not kept pace with these expectations. Police management practices, however, have risen to this challenge. New management practices and techniques are continually being developed and implemented to target limited funds for the greatest return, reduce operating costs, and increase productivity, and to develop further an agency's human resources. As scarce resources are stretched to maintain services, police management practices that stress creativity, innovation, and productivity, such as those described above, will continue to be developed in the future. It is only through improved management practices such as these that services can be maintained and that public confidence in government can be restored. Police departments throughout the nation have responded, and will continue to respond, to this manageme& challenge.
Reference 1. Kemp RL and Fischer HA Up against the wall: police productivity in the 1980s. Journal of the Forensic Science Society 1986; 26: 115-119.
COMMENTARY
1987
More on police productivity: beyond cutback to creativity RL KEMP and HA FISCHER 401 East Chapman Avenue, Placentia, C A 92760, USA
Abstract In the face of an increased public demand for law enforcement services, coupled with limited financial resources, police forces in the USA are adopting new management techniques to make the best possible use of personnel and funds. Key wordr: Police forces; United States; Policing; Funding. Journal of the Forensic Science Society 1987; 27: 89-92 Received 9 June 1986 Police productivity Owing to limited revenue sources, local governments are finding it increasingly difficult to make financial ends meet. Management practices that stress creativity and productivity are now common across America, and law enforcement, the most visible public service, is at the forefront of this trend. As police agencies learn to adapt to this environment, creative and innovative management practices and techniques are being developed and implemented. A management climate that stresses these qualities has been created in police departments across the country. Greater management creativity, innovation and productivity have led to new advances in police practices-both internal and external to the organization. Internal practices have dealt primarily with police operations, while external programs have emphasized police-community relations. An earlier article [I] dealt with some of the ways in which police departments have maintained services at no additional cost to taxpayers, and some further new and emerging practices are highlighted below.
Back to basics Many smaller and medium-sized departments have eliminated some of the so-called "nice-but-not-necessary" programs, such as frequent vehicle replacements, utilizing new micro-computers instead of the more expensive mini-computers, and more sophisticated management information systems. Also, the trend has been for departments to share unique, infrequently used, or costly resources with neighboring law enforcement agencies. 89
Shared resources Many departments share their expertise and technology with one another. Examples include helicopter patrols, emergency response teams, K-9 units, and hostage negotiating teams, to name a few. For the department that only needs such resources infrequently, this trend can be a major source of cost savings. Not to be overlooked is specialized equipment that may be available on a loan basis through the Department of Justice and its regional offices. Patrol scheduling Patrol scheduling has traditionally evolved around using the same number of sworn personnel on any given shift. Although most departments are sensitive to patrol staffing demands, this is an area easily overlooked if not routinely monitored on a continued basis. Shifting crime patterns require a constant evaluation and adjustment of existing patrol deployment practices. Job-related training When funds were tight, training budgets were the first to go. Most departments now realize the value of developing their human resources. Training also helps a department take advantage of the latest law enforcement techniques. The development of human resources is as important as using the latest technology. Training budgets are funds well spent. Participative management Recent studies reveal that the manager that operates in a vacuum frequently has a problem in gaining accepfance for new policies and programs. There is now a greater use of staff resources, both sworn and civilian, at all levels of the organization. The use of committees, task forces, and project management techniques, is growing in popularity. This trend is likely to continue. Use of micro-computers A greater number of smaller, more cost-effective, and technologically sophisticated computers are prevalent in many departments. As the work force becomes more computer-literate, and applications become more "user-friendly", the use of micro-computers will increase dramatically. This trend will occur both vertically and horizontally within law enforcement organizations. Managing calls-for-service The method in which calls-for-service are handled has a major impact on a department's ability to increase police services to the community. A merely reactive posture when dispatching could prove to be counterproductive. Analyzing calls-for-service enables an agency to handle its workload more effectively. When placing priorities on calls-for-service, different categories of importance should be identified (eg, immediate response, routine 90
response, and calls over which police have little or no control). Calls in the latter category should be diverted to a more appropriate agency. Alternative methods of reporting incidents Some agencies utilize the postal service, telephone, or ask citizens to appear at the police department to report certain types of incidents not requiring the presence of a police officer. Non-sworn staff members can prepare many of these reports, thereby freeing up the police officer's time for more important law enforcement duties. Criminal case investigations Many departments now categorize criminal cases for investigative purposes. A typical system includes three categories: in-custody cases requiring immediate attention; cases with workable leads; and non-serious cases with no investigative leads. This type of case management system is usually handled by the supervisor on duty. Prioritizing cases frees up valuable investigative time to concentrate on workable cases. Peace officers standards and training services Valuable law enforcement resources are available from many states in the areas of management consulting and information on contemporary police practices. Upon request, these agencies work with management personnel and assist them in reviewing and improving the operations of their organization. Free informational resources, including an extensive research library, are usually available for the asking. Commercial Crime Watch This program, similar to Neighborhood Watch, helps reduce crime in neighborhood commercial centers. Emphasis is placed on merchants becoming familiar with other business persons in their area, and reporting suspicious activity to the police. An important goal of this program is to open lines of communication between the business community and the police department through "Center Contacts", which are similar to Block Captains in a Neighborhood Watch Program. Crisis Assistance Teams Police officers are frequently exposed to traumatic situations, which can be caused by both combative and non-combative incidents. Some departments have formed an internal Crisis Assistance Team composed of volunteers, who receive training in trauma counseling. The team's sole purpose is to provide personal support to their colleagues in times of need. Police chaplain programs Many departments have created their own chaplain referral programs, using ministers from within their community who volunteer their time. Chaplains are available for counseling to departmental personnel as well as community 91
members. Family disputes, delinquency situations, and other personal and family crises may require this service.
Spousal information programs Greater understanding of the officer's job helps to inform a spouse of the multiple demands created by a career in law enforcement. Many departments have created spousal information programs that include patrol ride-alongs, departmental orientations, meetings with supervisors, and even formal classes with relevant reading material. Management ride-along programs It is important to maintain open lines of communications and to keep administrative personnel in touch with operations at the line level. Many departments have initiated patrol ride-along programs for their administrative personnel. A typical program involves a mandatory ride-along on a patrol shift, usually a minimum of once each month. Management challenge The public's demand for more law enforcement services continues, but the growth of local government revenues has not kept pace with these expectations. Police management practices, however, have risen to this challenge. New management practices and techniques are continually being developed and implemented to target limited funds for the greatest return, reduce operating costs, and increase productivity, and to develop further an agency's human resources. As scarce resources are stretched to maintain services, police management practices that stress creativity, innovation, and productivity, such as those described above, will continue to be developed in the future. It is only through improved management practices such as these that services can be maintained and that public confidence in government can be restored. Police departments throughout the nation have responded, and will continue to respond, to this manageme& challenge.
Reference 1. Kemp RL and Fischer HA Up against the wall: police productivity in the 1980s. Journal of the Forensic Science Society 1986; 26: 115-119.