Creation of Best Town Police Department - Research Paper Example

 Creation of Best Town Police Department Abstract In order to foster economic development, major towns and cities across the country have realized the need to improve the safety of their streets and neighbourhoods. It is through the establishment of a secure environment that major cities and towns can attract investors and facilitate economic development, such as the establishment of 24-hour economies. In this regard, the proposal is hereby made for the creation of a modern police department for Best Town. The paper outlines the major components of the proposal, including the mission statement, budgetary proposal, workforce, administration, and supporting rationale Keywords: Police Department, proposal, service delivery, crime, security Mission Statement The major aim of the Best Town Police Department will be to serve and protect the citizens of Best Town together with their property. The Police Department will have a commitment to operationalize organization with the people for the shared aim of helping safeguard the neighborhoods and streets. This way, the Police Department will achieve the creation of a community free from crime, and a general improvement of the overall quality of life. Philosophy/Value Statement The Best Town Police Department’s amenities to the inhabitants will be initiated on the distinctive ideal of reverence for the privileges of each citizen. Members of the Department will observe the highest standards of ethics and personal integrity, as well as a sense of community interaction that concentrates on solutions to problems that face the citizens and the community as a whole. In this regard, all issues and incidents that may arise during the Department’s operations will be treated in the spirit and manner that exemplifies the virtues of integrity, resolve, meticulous attention, transparency, and accountability. Executive Summary Service delivery to a diverse and growing community of over 75,000, drawn from more than ten racial and think backgrounds will pose a major challenge to the proposed 200-300 officers of Best Town Police Department. In order to tackle this challenge effectively, the Department will strive to operate on a continual basis, providing law enforcement services on a round-the-clock basis. As a public approved intervention, the Department will take conceit in building its status as a professional, broad-minded police subdivision. With the growing community, the Police Department will seek to scan the external environment continually in order to establish new and improved innovations. This will improve law enforcement services without adverse impacts on the budget (Schneider, 2003). The Subdivision will strive for brilliance in its amenities and frequently train members of staff in adding importance to the policing services offered to the Best Town community. This can only be achieved through improved systems for crime analysis and data analysis that will enhance the effectiveness of law enforcement in the community. The proposed systems will include technological improvements, database management systems, and information sharing platforms. The Police Subdivision will endeavor to improve community relationships through succinct partnerships with local citizens and business community. The development of relationships will take into consideration the provision of neighborhood watch groups, participation in homeowner association platforms, and other civic gatherings in the entire Best Town. The proposed Police Subdivision will incorporate an agency-wide community-centred law enforcement philosophy that will enable various units within the department to work as a team (Scott, 2000). This will also increase communication across the Department and improve service delivery to the community. The proposed Subdivision will anticipate continual inter-department conglomerates and will strive to sustain the dream and policy of Best Town. Core Products and Services Apart from responding to calls for policing services, the Police Department will integrate various programs in which it will actively undertake for continued community improvement (Margolis, & March, 2004). These programs will include the following: Patrols These will utilize a Team Policing Model that will encompass a philosophy of Community Policing. The majority of the officers will be regularly assigned to the zones that enable officers to identify and solve law enforcement issues in their assigned areas. The Patrol section will offer around-the-clock service delivery to the Best Town community. The Patrol Section will incorporate the Crisis Response Team, Honour Guard, Special Response, and the Field Force. Investigations This unit will comprise of a Criminal Investigations Unit, Victim Advocate, Crime Assessment and Evaluation, and the Crime Scene Section. The Criminal Investigations Section will handle various criminal investigations such robberies, sexual assault cases, homicide, burglary, thefts, and economic crimes. The detectives will collaborate with the various Federal, State, and Local task forces in order to develop a combined front in the fight against crime. The Victims Advocate Section will educate and inform victims of their rights and preferences and help them in accessing support and guidance during criminal justice proceedings. The Crime Analysis Unit will help in creating awareness of trends and patterns of crime statistics and assist the Department in developing strategy and policy action plans for fighting crime. The Crime Scene Unit will help in a criminal investigation through identification, gathering, and collection of evidence. Lastly, the members of the Investigations Unit will collaborate with all members of the community in implementing. The combined effort that will make the streets and neighborhoods safer, while at the same time, enhancing the quality of life for all citizens (Aamodt, 2004). Crime Prevention The program will form part of the Special Operations Unit in which the Department personnel will inform and enlighten citizens on safety and security of their homes and neighborhoods. Organizational Structure Personnel The proposed Best Town Police Department will comprise of 255 authorized personnel. Out of the 255 members, 177 will be sworn officers and the remaining 78 individuals will be the necessary civilian staff members. Furthermore, the Department will seek the assistance of several volunteer members who are expected to add value to the department, especially at times when budget constraints hinder further recruitment. The volunteers will assist in diversifying the overall workload of the Department. All personnel members within the Department will be skilled labor. The sworn members have already undergone before their promotion to sworn status. The training was conducted at one of the best police training academies in the country, and this assures the management that the personnel will perform their assigned duties with the utmost professionalism. The representations of the positions anticipated within the proposed Department are as follows: I. Chief of Police- 1 position The holder of this position will be in charge of day-to-day management of the operations of the entire Department. The Chief of Police will have overall responsibility for the protection of all citizens within Best Town together with their property. This responsibility will be exercised through organization and direction of entire police duties, including the investigations, patrols, and enforcement. II. Police Major-1 position The holder of this position will have responsibility for the supervision of subordinates and the activities of staff members under their command. Furthermore, the Police Major will be responsible for active participation in all planning activities for Department goals and objectives. The Police Major might assume the responsibilities of the Chief of Police during his/her nonattendance. III. Police Lieutenant-5 positions The holder of the position will undertake the supervision of the staff members assigned to traffic or patrol activities. The Police Lieutenant will also make schedules, communicate orders, conduct assignments, make policies, and issue administrative directives to subordinate personnel. The Police Lieutenant will oversee the supervision of field operations and advise first-line superiors regarding training models and procedures. The Office of the Police Lieutenant will be responsible for the development of enhanced procedures and methods that are relative to the assigned functions. The office will also help in the groundwork of yearly subdivision budget plan, including the preparation of perseverance for authorization of exceptional acquisitions, apparatus replacement and overtime in transferral or unit procedures. IV. Police Sergeant-25 positions The holder of the position will observe, supervise and instruct subordinate officers, initiate response to major incidents and direct subordinates in challenging and unusual circumstances. The Police Sergeant will undertake the supervision and participation in general operations, traffic operations, investigations, and other special duties. The Sergeant will also undertake the recommendation of training programs and develop the subordinate personnel. The Police Sergeant may, from time to time, appear before the community platforms to explain and demonstrate the policies, strategies, methods, and procedures of the Police Department. This will be aimed at cultivating favorable and conducive public relations. V. Police Officer-141 positions The major function of the police officers will be to patrol designated areas in radio-equipped patrol vehicles with the aim of preserving law and order. The police officers will be tasked with the discovery and prevention of the commission of a crime in the entire town. The police officer will also be responsible for responding to calls and complaints regarding fire accidents, automobile accidents, assaults, nuisances, and other misdemeanors and felonies. All police officers will be expected to portray satisfactory judgment during routine and non-routine activities, and perform their duties in line with the departmental policies and practices. The officers will also be expected to utilize their techniques and competencies in a safe manner in line with their training. a. Human Resource Coordinator-1 position The holder of this position will be responsible for processing and maintaining disciplinary actions. Moreover, he will be tasked with personal transactions, records and files about hiring, promotion and transfers, pay adjustments, employee appraisal records, and other related human resource actions. The holder of the position will also be responsible for the management of recruitment activities of all Department personnel. The Office of the Human Resource Coordinator will serve as the department’s insurance representative and handle responses pertaining to questions and processes about employee benefits and employee compensation insurance. b. Administrative Aides-45 positions These civilian employees will be responsible for the management of assigned Department operations initiated in anticipation of problems as may be directed by the Chief of Police. The employees will offer administrative and secretarial support to the office of Chief of Police. The holders of this position will also be tasked with the administrative functions for off-duty detail that includes billing and scheduling. c. Finance Clerks-32 positions Holders of this civilian position will be tasked with the preparation of timesheets for necessary supervisor verification and check verification for their final entry into the computer. The clerks will also receive and record all employee requests for leave, vacation, promotion, and transfer. Budget Proposal The proposed Police Department is expected to take off with a preliminary budget of $1.5 million. The numerous stakeholders in the proposed Police Department include citizen representatives, members of the business community, local leaders, and the civil society. These are expected to weigh in on the preliminary budget during a public forum before its implementation (Police Executive Research Forum, 2002). In order to finance the budget, it is expected that town administration will initiate a $220 town property tax on each household. This figure is based on an average home in the town valued at approximately $250,000. It is significant to note that the town’s total tax levy is expected to rise by 15% due to the management of the new police department. However, the expected returns, in terms of crime reduction, safer neighborhoods, and a secure business environment are expected to boost investor confidence. This will accelerate economic growth (International Association of Chiefs of Police, 2004). Thus, the achievement of goals and objectives of the new police department will justify its budgetary allocation from the consolidated tax revenues in Best Town. The preliminary budget will cater for some of the following core areas; i. Recruitment of Personnel The police department has anticipates starting with a personnel capacity of 255, comprising of both sworn officers and civilian officials. The department intends to use $50000 from the budget to employ the necessary officers. The officers will be deployed in regular patrols, and hence increasing the department’s capacity to fight crime ii. Records Management System The police department acknowledges the importance of an effective and reliable records management system as part of its information-driven policing strategy. In this regard, the department intends to use $165000 from the budget to design and implement an efficient information processing system that can meet the anticipated needs for the department. iii. Installation of an Uninterruptible Power Supply System The department recognizes that an uninterruptible system of power supply is essential in providing the department with power backup in case of power outages. The police department acknowledges that such a system is critical in maintaining information and communication systems that are paramount to public safety services. In this regard, the department plans to allocate $175500 to acquire and install a modern power supply system within the department’s headquarters and other remote units to be established across the town. iv. Installation of Radio and Communication System The department intends to use $300000 to acquire a radio communication system especially at this critical period when the police department intends to embark on community policing initiatives. It is expected that the new system will assist the police in getting prompt information of any crime incidences and make the appropriate response within the shortest time possible. The system will also improve police coordination during their patrols. v. Purchase of Police Vehicles The department wishes to use $350000 to fast-track the acquisition of patrol cars for the police officers, as well as other necessary cars for the civilian personnel. Part of the money will be set aside for the establishment of a vehicle repair unit within the headquarters. The department expects that the new section will enable the police to remain equipped at all time for regular patrols and prompt response to crime incidents. vi. Crime Analysis Office In order to keep the police authority updated on crime trends in the area, the department intends to finance the setting up of a crimes analysis office at the headquarters. The major purpose of the office will be to collect and analyze information regarding crime activities in the area and evaluate the effectiveness of the current initiatives that are used in addressing such incidences. The department intends to have an office in action in the ensuing two years. In this regard, the department plans to use $200000 to finance the initial phase of establishing the office. The money will go into acquisition of the necessary infrastructure with the acquisition of personnel expected in the next financial year. Training It is important to note that the department’s training for all officers is likely to affect not only the budget, but also its daily operations. The management of work schedules as officers attend to their training has been foreseen as a major challenge for the department. In this regard, the management has decided to undertake the hiring of experienced officers during the start-up recruitment phase. This will enable the department to cut recruitment training costs and reduce the strain the department’s preliminary budget. However, there will be a need to ensure that future budgetary allocations take into account the need for in-service and specialized training sessions for the officers in the future. At the moment, the proposed department has relied heavily on outside resources, such as the regional federal police academy for the training of the initial batch of sworn officers. It is notable that the cultivation of relationships and collaborations with other police agencies in the region will help in managing training costs (Scrivner, 2006). Operating Plans Apart from procedures and policies, the proposed department has developed operating plans that succinctly states how the department will function on a day-to-day basis (Kelling, & Wycoff, 2001). Furthermore, the plans demonstrate how the department will offer adequate supervision for the prevention of crime, response to calls for service, assistance of victims of crime, and addressing other public safety objectives. These plans include the emergency preparedness plan since major emergencies, such as hurricanes, tornadoes, and floods can occur at any time, and the department will be expected to provide a competent response in such situations. The development of work schedules and shift assignments has been just one part of the creation of a precise operating plan (Swanson, Territo, & Taylor, 2008). Marketing for the new Department The management has noted that there is a need to undertake the promotion of the new department to the community of Best Town. This will ensure that the community gets well-prepared for the new police department. Hence, it will enhance community participation during the department’s core activities of fighting crime (McEwen, Spence, Wolff, Wartell, & Webster, 2003). In this regard, the public will be kept informed during the planning and implementation activities. This will be achieved through regular newsletters, newspaper articles, and briefings to community and government representatives. Conclusion It is plausible that the proposed police department for Best Town embodies a modern police department capable of confronting the law enforcement challenges of the 21st century. For purposes of accelerating economic growth, poverty reduction, and improvement of citizen’s livelihoods, there is a need to create a safe and comfortable business and residential environment. This can only be achieved through the creation of an inclusive, professional, and dynamic policing unit such as the proposed Best Town Police Department. It is expected that the endorsement of the proposed department and its subsequent establishment will transform the way of life for the people of Best Town in a very fundamental way. References Aamodt, M., (2004). Law enforcement selection: Research summaries. Washington, D.C.: Police Executive Research Forum. International Association of Chiefs of Police, (2004). Police chiefs desk reference: A guide for newly appointed police leaders. Alexandria: International Association of Chiefs of Police. Kelling, G., & Wycoff, M., (2001). Evolving strategy of policing: Case studies of strategic change. Washington, D.C.: National Institute of Justice. Margolis, G., & March, N., (2004). Creating the Police Department’s Image, Police Chief, 71 (4); 25–34. McEwen, T., Spence, R., Wolff, J., Wartell, M., & Webster, B., (2003). Call management and community policing: A guidebook for law enforcement. Washington, D.C.: Office of Community Oriented Policing Services. Police Executive Research Forum, (2002). Police department budgeting: A guide for law enforcement chief executives. Washington, D.C: Police Executive Research Forum Schneider, A., (2003). Community Policing in Action: A Practitioner’s-Eye View of Organizational Change. Washington, D.C.: Office of Community Oriented Policing Services, U.S. Department of Justice Scott, S., (2000). Problem-Oriented Policing: Reflections on the First 20 Years. Washington, D.C.: Office of Community Oriented Policing Services, U.S. Department of Justice. Scrivner, E., (2006). Innovations in Police Recruitment and Hiring: Hiring in the Spirit of Service. Washington, D.C.: Office of Community Oriented Policing Services Swanson, E.,Territo, A., & Taylor, S., (2008). Police Administration: Structures, Processes, and Behavior. New Jersey: Pearson Education Read More