Virtual Police Department Case Study Essay Example

a Chief of Police with at least a Bachelor's degree, we can begin to restore trust.

Therefore, they can now proceed with implementing their own officers to at least fulfill an associate's degree in Criminal Justice. I acknowledge that in the past, searching for personnel with a Bachelor's degree made many individuals within the department disqualified. However, this is no longer the case.

This could signal the beginning of a shift as the department must broaden its search beyond their local area to recruit staff nationwide. The department's demographics chart reveals that they have never had a full complement of approved members. Between 2009 and 2012, there was an average of 140 dedicated employees.

In 2011, the number of authorized officers rose to 145. Currently, there are 155 pledged officers, surpassing the required amount by 10. The establishment process of this police department has greatly contributed to the difficulties encountered by the VPD today. Since its inception in 1950, initial department members were chosen by the Mayor and City Council through personal connections.

Initially, this had no impact on the section and it truly strengthened a positive connection within the community. However, as times have evolved, the section has expanded.

The community has experienced growth, but this has had negative effects on the department, authority, and community. A recurring issue that significantly affects the department is the frequent hiring and retiring of officers. There is currently no established procedure in place for new officers to train and learn from experienced ones before their retirement.

The prevailing topic in this section appears to be the constant tackling of urgent tasks. Rather than proactively addressing issues, the section seems to focus

primarily on defensive actions. Instead of strategically deploying their staff members, who are nearing retirement, they all tend to retire simultaneously. This is another consequence of hiring friends and family, which had been successful in the 1950's.

Considering the changes in the city and its residents since the 1950s, as well as the increasing number of complaints and declining rate of solved crimes, it is crucial to evaluate the process of retirement and hiring.

Despite initial concerns, I believe the number of concerns will be fewer than the current out-of-control situation the section is facing. If some of those nearing retirement were promoted to different positions within the force, they would stay a little longer. Ultimately,

Ensuring a diverse range of experience within the constabulary section is crucial. It is important that junior officers are adequately trained by their more experienced counterparts. According to the provided crime statistics, there seems to be a significant amount of burglary.

Robbery and larceny in the Part 1 Offences should be the focus for dedicated forces in order to prevent these offenses from occurring. The concept of the Broken Windows theory is instrumental in transforming a community. By demonstrating that the police aim to be proactive rather than reactive, they can effectively engage with the community. This proactive approach is discussed in the article "Broken Windows: The Police and Neighborhood Safety."

James Q. Wilson and George L. Kelling suggested the need for patroling to focus on "little problems" like maintaining order and providing necessary services.

According to the authors in "Cutting Down the Fright of Offense" (1982:29), there are three main reasons to alleviate fear: areas with street people, youth packs, harlotry, and rummies tend

to have high crime rates; neighborhood disturbances cause fear.

Another problem with the current hiring procedure is the lack of an engaging board or public announcements. The constabulary section prefers to hire internally and has relied on hiring friends and family to "keep all the undesirables off the constabulary force." I suggest announcing any upcoming vacancies statewide and establishing a hiring process based on qualifications. The hiring process should not coincide with the Mayoral elections to separate the constabulary section from its current political ties, as it closely collaborates with the mayoral council.

It is crucial for the VPD, province constabulary, and county sheriff to communicate and collaborate. Communication among constabulary sections is vital for the survival of the VPD.

The socialization process is diminishing in the Virtual Police Department, despite its close-knit environment resulting from internal hiring. It does not prioritize the learning gained through hands-on experience as much as following established guidelines. With the departure of experienced officers, there are not many opportunities for inexperienced younger officers to learn important lessons on the job. George.

C. . ; A ; Smith. C.

In 2004, the budget needs to be revisited due to changes in the hiring and retiring process. The first adjustment I would propose is to decrease the average starting wage for the constabulary to $32,000 - $35,000 per year.

The salary of $45,000 for starting police officers lacks opportunities for promotion, wage increases, and motivation for further education or career advancement within the department.

The salary of constabulary officers should be incrementally raised according to their experience and additional responsibilities. For instance, if 75 out of the total 155 officers have less than five years' service,

their yearly pay should be established at $35,000. Furthermore, the budget must allocate adequate funds to cover each officer's costs along with an extra provision of 15% for potential overtime expenses.

The annual salary for cub officers in the VPD force would be $2,400,000 if the starting wage was $32,000.

According to George Cole and Christopher Smith, police departments should have a program and promotion rate for their officers to strive towards, with an average starting salary in 2001 of over $32. That would equate to a nest egg of $975,000 a year.

"000". (2004:173). I believe that additional pay should be accompanied by responsibility and occupation knowledge and time spent on the force. Additionally, I think that the police department should evaluate the salaries of their officers and commanding officers in comparison to other nearby departments and base the starting salary on those figures.

A significant aspect has been neglected in this section due to budget cuts. Training has clearly been greatly affected. I strongly believe that training should never be compromised for the sake of saving money. Train the trainer programs are an excellent way to maximize development in a cost-effective manner. Sending a few individuals to receive training that will qualify them to conduct training within their department is invaluable.

Once resonance is established with the other sections within the country, the trainer can also develop those sections. Basically, each section would direct individuals to have specialized preparation and share that development throughout all the sections.

In order to cut costs and avoid skipping training, each section should follow this approach. Additionally, the issue of training for firearm production needs to be taken into account. It is

a serious mistake to allow officers who are not qualified to carry firearms.

If it were revealed that the people leading the investigation in the department and other sections were unqualified and had to depend on their arm, there would be a significant impact.

Both the metropolis and the province have an equally important role in preparing country E, A, and T. They must stay informed about updates in jurisprudence, changes, and recent opinions from tribunals.

Training can be completed on the job, with any additional preparation being done during one of the 8-hour shifts if there is a designated training day. This approach ensures that the officer remains off the road and avoids distractions.

The individual is either not present at the tribunal or is not accessible. If the duty day includes a full twenty-four hours of training, then it is necessary to ensure that preparation is maintained. Recruits require formal training in order to understand legal regulations, proper use of firearms, and other aspects of their job.

"(2004:179). To establish a budget within the legal framework, a constructive approach would involve evaluating the cost of crime. Mark Cohen suggests that adopting a "bottom-up" strategy towards crime helps in breaking it down."

"In 2005, it was suggested that breaking down offenses on a per-crime basis would be helpful for planners to analyze community crime statistics. Additionally, it was recommended for courts to reconsider the amount of fines paid."

The tribunals would assist the constabulary section in patrolling their community by dealing with fees, offense times, and imposing stiffer sentences and penalties.

Attending to offenses will hinder those who choose to interrupt the jurisprudence, demanding they pay the monetary value for

their actions. The most effective way to ensure proper conduct of training is by improving the organization of the department. The department appears to be well-organized, with the usual four separate bids: Patrol.

There are three sections in the organization: Investigations, Particular Operations, and Support Services. Each section has its own commanding officer.

The sections are categorized based on endowments, friendly relationships, and accomplishments. However, there appears to be poor management in the section currently, with a total of 155 pledged officers.

Despite being authorized only 145 by 2012, they are also overstaffed with civilian employees. According to the table, they are authorized 17.

At present, there are 70 employees in the department and a problem of having too many staff. Moreover, the department has a historical trend of mainly recruiting male Caucasian police officers (70%) and very few Caucasian females (11%), which has remained relatively stable for the past four years according to Wilson and Kelling.

"Throughout our nation's history, white men have predominantly held positions of power in law enforcement," (2004:174). Conversely, the Civilian Personnel demonstrates a similar demographic composition with a substantial presence of both male and female employees who are white."

According to the latest 2000 census, the percentage of Afro-American male employees in the police force during the previous four years was approximately 10%, while Afro-American female officers accounted for about 3.7%. Despite changes in community size, the demographic makeup of police department employees has remained consistent.

According to the census data, slightly over half (50.9%) of the population identified as male followers, with the remaining 49% identifying as others.

The female population accounts for 1% of the total population, while Caucasians make up 60.1% and black or

African Americans account for 16.7%.

The Hispanic population represents 11.4% of the total, while the Asiatic population constitutes 7.0%.

0.2% of the population falls under the category of "other" while 1.7% is categorized as a different race.

The population had a diverse makeup, including 2.9% of individuals representing two or more races and 16.2% being foreign-born. On average, the population was 37.9 years old.

The cultural population has experienced substantial changes, coupled with a reduction in average income. The median income has declined by 13%, indicating a decrease in personal prosperity. This economic transformation is accompanied by a rise in criminal activity. Moreover, there is an evident discrepancy in demographics between the community and the police department. Although they may have been alike previously, that is no longer true.

Despite the lack of significant progress since the 1930s, the constabulary section continues to prioritize engagement with friends and family. It is unlikely that this approach will change in the near future. However, I firmly believe that urgent action is needed for a transformation. In my view, it is crucial to conduct a new census or at least have patrols identify areas in the community where substantial ethnic changes are occurring.

A new census would also benefit the budget and the jurisdiction, and allow the Mayor to see the bigger picture. Many cities have a natural cultural division, which the police department should acknowledge and adjust their staffing accordingly. If there is a rise in crimes against women.

In order for the department to improve, it must prioritize the recruitment of women who are capable of handling delicate situations. Sending a police officer into an area with racial problems could potentially exacerbate the

situation, so it is not advisable. Therefore, the department should strive to increase diversity among its officers. To initiate this process,

In revisiting my previous statement regarding the approach of the police force, I suggest connecting with diverse cultural backgrounds within the community to build trust. Additionally, it is essential to reassess the strategy for outreach efforts.

If the duty country and the number of community members have both grown, it is crucial for the police force to be able to appropriately react and respond. This is because their work doesn't end at the scene.

Officers need to carry a clip to return to the station and complete their necessary paperwork. The current twelve-hour shifts make it extremely difficult to finish paperwork and get enough rest before the next shift. I suggest dividing the shifts into eight hours each and assigning more officers during the busiest time of day or night. When examining the crime statistics, I first notice that the department is facing a setback due to unexpected demographic changes in the city, resulting in a larger area of responsibility and more residents under their jurisdiction.

The number of lower income households has increased and the average age of the community has decreased to 34.7, indicating an increase in the number of children attending local schools. Analyzing the Crime Statistics in VPD country, there has been a significant increase in both Part 1 and Part II Offenses. Particularly, Part II Offenses, specifically related to drugs, have experienced the highest increase over the past four years.

Disorderly behavior and burglary are both exceeding expectations. It is alarming to note that while offenses in almost every discourtesy have increased, apprehensions have

significantly decreased from 2009-2011 and 2012. This trend has continued over the past four years.

The city has experienced a constant increase in crime and antisocial behavior. Additionally, there has been a significant rise in complaints regarding the use of force, misconduct, and poor performance by the police, indicating a potential level of stress.

The constabulary section is overwhelmed and the community is struggling. It also seems that adult crimes are more prevalent than youth offenses. One possible reason for this is the closure of a nearby city's high-rise housing and relocation of its residents. As a result, there has been a 10% increase in low-income residents in the VPD community.

Larry Bennett, Janet Smith, and Patricia Wright authored a paper discussing the experiences of Paul Fischer from Lake Forest College. In their 2003 survey, they noted that after leaving Chicago Housing Authority (CHA) accommodation, most households were still being placed in neighborhoods with very low incomes, resulting in re-segregation.

According to the text from 2006 (219), Afro-American neighborhoods with poor housing conditions are comparable to the ones they left. In order to make a change, I would suggest reducing the work shifts from 12 hours to 8 hours. Additionally, I would initiate communication with the nearby police departments. Even if it involves sacrificing some resources initially, it is important to establish a connection.

I am interested in any opportunities for preparation. I would also like information about the demographics of different countries, particularly any countries that may have overlapping legal powers. Additionally, it would be helpful to establish an interagency database that includes the demographics of surrounding countries. One way that the VPD could have been better prepared

before the buildings were demolished in neighboring countries is by improving communication between departments. Having a strong working relationship with them may have prevented the chaos caused by the influx of low-income households.

I suggest that my Patrol Commander establish a Community Oriented Policing project force to engage in community outreach and gain insight into the desires of the citizens. If the department takes proactive steps and demonstrates to the community that they recognize the issues at hand and seek their assistance in addressing them, it could generate significant interest. I firmly believe that if the community rallies together to address issues such as vandalism, prostitution, drug activity, and disorderly behavior, it may lead to a decrease in homicides.

The occurrence of colzas, burglaries, motor vehicle larcenies, and aggravated assaults would decrease. Additionally, I would incorporate a strategy similar to "Operation Condor" as advocated by Howard Safir and Ellis Whitman. According to Safir and Whitman,

Operation Condor, an extension of the Broken Windows policy, had a significant impact on homicide and offense rates and successfully eliminated signs of anarchy (2005: 198). Given the positive outcome of Operation Condor, VPD could greatly benefit from implementing a similar approach. Currently, the police department has a notorious reputation for its slow response to calls.

In 2012, there were a total of 163,433 calls for constabulary service, but units were only dispatched to 131,548 of them.

According to James Q. Wilson and George L. Kelling, it is not acceptable that 31,885 calls for aid were unanswered.

"Neglecting disorderly behavior indicates a lack of concern from the community, which results in increased disturbance and crime. In order for the police to effectively address and reduce fear

and crime, they require assistance from the community." (1984:29) The unacceptable trend of disregarding rules and maintaining silence cannot be justified. The Vancouver Police Department (VPD) has consistently been known for its integrity.

However, over the past several years, there has been a growing acceptance of bending the rules and violations, which is now overlooked by supervisors. As a result, the Virtual Police Department is in urgent need of a comprehensive inspection and repair.

Unfortunately, the section does not have its priorities correct. In my attempt to fix the VPD, I would call in Police Officer Standards and Training Commissions (POST Commissions) to assess and improve the department on the critical issues of police officer standards.

This province map prohibits the county, mayor, and other individuals from influencing training or decision-making. Sullivan and Simonetti Rosen state that these committees at the state level provide law enforcement agencies with guidelines.

The adherence to these rules and regulations is mandated by administrative ordinances or jurisprudence, and all municipal, county, and province law enforcement bureaus are required to comply.

According to a study by (2006: 350-351), establishing a baseline for police officer criteria and preparation is essential. The author suggests implementing an "audit" to benefit the department in many ways. Additionally, they propose appointing a Human Resource Manager to meet the needs of the personnel and a Safety Officer to ensure proper compliance with regulations. This should also include improvements in the hiring process.

Within this section, I view budget, construction of the section, and community dealingss to be the weakest areas. Thankfully,

The countries are interconnected and the accommodations in one country will affect the others. Even though it will be

a process, it is a necessary process.

References

1. Cohen. M. ( 2005 ) . The Costs of Crime and Justice. New York: Routledge. George.

C. . ; A ; Smith. C. (2004).

Belmont: Thompson Learning Inc, Howard S.

; A; Whitman. E. (2003). Security: Patroling your Homeland, your State, Your City (1st ed.)

) . New York: St Martin’s Press. Larry. B. . Smith.

J. . ; A. ; Wright. P. (2006).

E. Sharpe. Inc. Larry. S.

; A; Simonetti Rosen. M. (2005). Encyclopedia of Law Enforcement (Vol. 1). Thousand Oaks: Sage Publications. Inc.

Virtual Police Department Case Study Paper