Law Enforcement

Essay of 2000 words (+/− 10%), 10 to 12 word-processed or typed pages, double-spaced. The ability to analyze and review this topic within the length parameters is critical. You must make use of three supplementary resources. The essay must be properly formatted in American Psychological Association (APA) format, with correct references and citations. Submit your essay using the assignment link. Instructions: The following case study outlines a fictional law enforcement organization that is grappling with a range of operational and organizational challenges. The objective of this exercise is to assess critically its current shortcomings and to structure alternatives so that the service will be effective, efficient, and proactive. In general terms, your task is to realign the managerial culture of this law enforcement organization by means of a range of techniques. Your final analysis must include a detailed accounting of what shortcomings exist, how they may be remedied, the reason for your choice of operational and organizational alternatives, and the process through which these are to be applied. Your response to the existing managerial and organizational state of this fictional police service will draw on the various models, managerial strategies, accountability measures, and other methods that have been examined throughout the course. Your analysis must indicate the problems one would face by implementing many of the required managerial shifts you propose. While some of these may reflect practices from the private sector, they must also match the needs and organizational dynamics of an LEO. Remember, this is not a cookie cutter exercise. You must make appropriate choices for the managerial and operational environment. Be creative. TOP The City of Harburg Statistics Population 160,000 Mixed industrial base, thriving agricultural service sector, community college (transient student population of 15,000) Overall crime statistics reflect a 5% higher rate than the national average. The previous year has seen a dramatic increase in car thefts, disorderly conduct (specific to entertainment districts), and thefts under $5000. These crimes indicate a 15% higher rate than the national average. Organization Particulars Service Mission Statement: “Working in Partnership with Our Community.” This statement also serves as the de facto strategic direction of the service. No other direction has been developed or implemented. Officer/citizen ratio is 1/565 (283 officers). The national average is 1/537. Community surveys completed two years ago indicated that 48% of respondents were pleased with the service. Common responses from these surveys included: “Did not know what the service was doing,” “No indication that crime rates were changing,” “No clear measure of accountability.” The past year has seen citizen complaints increase by 27%. Four officers are currently under criminal investigation, in four separate cases. An internal survey suggests that service morale is low. The rank and file feel there is little vision from the executive. Middle management feels there is poor service communication and guidance. Service statistics indicate that the service is operating at a 98% reactive mode. The clear examples of proactive initiatives are district-specific and are not shared service-wide. However, an informal mechanism is in place to archive these best practices within the district. District 2 and District 5 have these practices. The police commission and city council are requesting a more detailed method of accountability, both fiscally and operationally. No significant increases will be made to the operating budget. Recruitment will maintain the current staffing based on retirement projections. The current officer-to-citizen ratio will not increase. Estimates indicate the service will lose 40% of its current members within the next three years. Organizational Structure, indicating sworn personnel distribution: Chief Deputy Chief (Operations/Investigations) Superintendent (Operations) Superintendent (Investigations) Investigations (Centralized) (One Inspector Admin) (3 units) Homicide/Robbery: S/Sgt, 3 Detectives Drugs/Gangs: S/Sgt, 3 Detectives Commercial Crime: S/Sgt, 3 Detectives Operations: 6 Districts 6 Inspectors (Admin): one per district 6 S/Sgts (Admin): one per district 36 platoons: 1 Sgt, 5 Officers per platoon District-Centred Detectives: 1 Sgt, 2 Detectives per district Operations shift schedule: Two 10-hour and one 8-hour: 7 a.m. to 5 p.m. 4 p.m. to 2 a.m. 11 p.m. to 7 a.m. Deputy Chief (Administration) Superintendent (HR/IT/Support) Human Resources (One Inspector Admin) Corporate Services: 1 Sgt, 1 Officer Internal Affairs: 1 S/Sgt, 1 Sgt Community Services: 1 Sgt, 2 Officers IT 2 Intelligence Analysts: Responsible for generic data collection and dissemination Support Communications Civilianized: 1 S/Sgt Supervisor Prisoner Services: 2 Sgt, 6 Officers Each district is relatively similar in geographic size. The differences occur in terms of population density and the variance in residential, commercial, and industry blend. District Map of the City of Harburg district map of the city of harburg (will send after i hire). District 1, District 2, and District 6 are predominantly residential, with limited commercial operations (e.g., strip malls). District 6 housing is predominantly apartment and condo complexes. District 6 has the highest level of low-income housing. District 4 is predominantly light industry and manufacturing. The city’s industrial park is located in the centre of District 4. District 3 is a blend of commercial, municipal government, and residential use. District 3, which includes the city’s downtown core, has recently undergone a process of gentrification and is also where most entertainment venues are located. District 5 is the location of the community college and the associated college services (e.g., student residences, community sportsplex, and light commercial operations, such as restaurants and bars). Calls for service indicate that District 3, District 5, and District 6 are the busiest sectors of the city, with 82% of calls originating from these three districts. Each district has a community station from which district platoons operate. However, district administrative officers are located at the Police Service HQ in District 3. Each district has an internal database, but these are not linked to a central data repository. Reports are forwarded to a central office at HQ for processing. Little or no cross-referencing of statistics takes place between districts. Data assessed by the intelligence analysts is, on average, two to three weeks old. Their current function is to capture broad, overall trends.