Chapter 12:
The Greenfield Police Department has changed its mission statement to reflect the city’s current service needs. The new mission emphasizes community-based, problem-solving policing. As the new police chief, you have reviewed the performance of the different units within the department. The detective unit is primarily reactionary and investigates crime reports taken by the patrol unit. Detectives also conduct frequent prostitution stings at a local hotel, for which they have received several commendations. Records for the previous five years indicate no citizen complaints regarding prostitution. The only reports of prostitution were generated during the sting operations. The arrested prostitutes all worked for outcall services in other cities and traveled more than 20 miles to reach the hotel where they were arrested.
The patrol division devotes most of its time to preventive patrolling. They have an excellent response time to emergency calls. Patrol officers have been evaluated by the number of arrests they make and the number of tags they issue. Officer Swanson, a patrol officer for 20 years, has never received a service award. He has received several poor evaluations for spending too much time on calls and not writing enough tags. Officer Swanson knows everyone in town and often stops to chat at local businesses. He sometimes takes long coffee breaks at the senior citizens’ home and has been seen dropping kids off at school. Citizens often specifically ask dispatch to send Officer Swanson to assist them. Although he receives consistently low evaluations from his supervisors, his file is packed with positive letters from citizens.
Answer the following questions:
1. Is it possible for officers to do an excellent job at the tasks they are assigned and be unproductive?
2. Do you recognize a potential problem with the detectives’ emphasis on prostitution stings?
3. Is it possible that Officer Swanson may be more productive than his supervisors realize?
Chapter 13:
Captain Jones is responsible for preparing the budget for the Greenfield Police Department. The new chief has asked her to review the entire budget and find long-term and short-term cost reductions. He wants to shift some resources to community policing projects and would like to create an undercover drug unit. He encourages her to be creative and bold because he does not anticipate any increases in the budget during the next few years.
The Greenfield Police Department is a medium-sized suburban department. Three neighboring cities have comparable departments performing similar functions. Each of the four departments has its own booking and short-term holding facility and its own dispatch center. The county sheriff’s department operates a detention center for felons and long-term prisoners. Arresting officers transport their prisoners to the county facility and are often out of service for several hours during this process.
Each city has its own SWAT team. The teams’ equipment was purchased through a federal grant, but the personnel costs are each department’s responsibility. The teams train frequently, but the cities do not often have incidents that require a SWAT response.
The county sheriff’s department also has a SWAT team that responds when requested by local police departments. None of the departments has an undercover drug unit. They refer drug cases to state and federal agencies, but those agencies are often too busy for a timely response.
A review of the Greenfield Police Department activity logs reveals that officers spend considerable time standing by for vehicle tows, directing traffic at civic functions, and delivering documents to city council members.
Answer the following questions:
1. How should Captain Jones begin the process of preparing a new budget?
2. Assuming that the Greenfield officers are still relying on preventive patrol, how could a change in strategy benefit the budget?
3. What other sources of creative funding may be available to support a drug unit?
Chapter 14:
The Greenfield Police Department requires performance appraisals at the end of each year. The appraisals use a numerical scale to evaluate several broad areas of performance. Categories include knowledge of policies, dependability, and productivity. The appraisal forms provide room for optional narratives to explain numeric scores. Supervisors conduct appraisal interviews with their officers before forwarding the appraisals to the appropriate manager.
Detective Sergeant Bilko supervises 10 detectives. His detectives consider him a nice guy and a hard worker who often assists them with their cases. Sergeant Bilko is a fishing buddy of several of his detectives.
Detective Quick is one of the most talented detectives in the entire county. He takes on the most difficult and complex cases with a remarkable success rate. He is well-liked in the community and by fellow officers. He is a credit to the department. Detective Delay does not make nearly the contribution that Detective Quick makes. He spends a good deal of time in several local coffee shops, and his fellow officers often say he missed his calling as a talk show host. Detective Delay is popular and entertaining, but not a great detective. He is usually assigned simple cases and often needs prodding to turn his cases in on time.
Sergeant Bilko asks his detectives to complete their own performance appraisal forms before their appraisal interview. He reviews the forms with them during the interviews and seldom questions the ratings. Every year his detectives all receive nearly identical above-average scores. Detective Quick’s performance appraisal score is indistinguishable from Detective Delay’s.
Answer the following questions:
1. Sergeant Bilko is obviously doing an ineffective job of evaluating his detectives’ performance. Is this a disservice to his detectives?
2. Are performance appraisals inherently more difficult for line supervisors like Sergeant Bilko?
3. Does Detective Delay have a defense against any action the department may take against him for performance deficiencies?
Chapter 15:
Your first year as the police chief of the Greenfield Police Department has been a resounding success. When you arrived the department was a traditional crime-fighting organization with a military command structure. Now the department is well on its way to implementing a community policing strategy and a participative management structure. You are confident the department’s mission is in line with the current needs of the Greenfield community.
You cross your feet on your desk; clasp your hands behind your head; and take a deep, relaxing breath. You are proud of your leadership and the department’s accomplishments. But then, a troubling thought creeps into your head. What if community policing and participative management are outdated in ten years? Will the next chief look back at you and wonder why you were entrenched in an antiquated paradigm of policing? Will you be the next generation’s Chief Slaughter?
You want to be remembered as an innovator on the cutting edge of modern policing. You sit up in your chair and pull out a notepad. You write across the top, “My Ten Year Plan.”
Answer the following questions:
1. Should police leaders plan to make major changes in policing strategies every ten years?
2. Anticipate some major changes in the population that will affect American policing in the near future.
3. What traits come to mind when you envision a police leader of the future?
Please separate by chapter and by question and answer.
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login and sign in with given username and password. Then go to courses and select Organizational Development. Then select modules. Then scroll down to session 4. Then review chapter 12-15 if needed to answer the questions above.