Where does it appear that you would need to reorganize the agency, especially to accommodate COPPS?
The part of the agency that can be easily reorganized is the functional differentiation. In the functional differentiation, the department can be easily stretched to fit other responsibilities absent from the current setting. In words by Richardson (1991) the relationship between the agency and functional differentiation can be altered to suit any other form of responsibility and duty. As a leader of an agency, one could easily form a functional unit that could easily be of significant in the setting of the agency. In an example provided by Richardson (1991) there were increased bank robbery cases in Los Angeles which became the most notorious location for any banking oriented investment. In one month about 15 cases of bank robbery cases were reported. This prompted the police to stretch its functional differentiation to come up with police unit which would effectively focus on ending the increased rate of bank robbery.
In less than a week the unit was fully functional and other cops were recruited to reinforce this unit. The results of this move were significant as the crime rate in LA was reduced significantly. The flexibility of the functional differentiation makes it suitable for it to quickly adopt to change. It also provides an effective platform on which implementation of new agency rules can be practiced. Reorganizing the agency in its functional differentiation will provide one with opportunities and slots to incorporate cops into the agency. However, the other departments of the agency could be easily stretched and cops fitted in to them but their effectiveness in functional differentiation is more significant. Richardson (1991) argues that incorporating cops into the agency under a specific unit yields good results that incorporating them into the agency with no specific job description. The same sentiments are reiterated by Richardson (1991) who argues that cops fit well in special created units where they operate under specific and more centralized instructions.
What types of information would you use to evaluate the progress of your communitypolicing initiative?
Community policing initiatives are incorporated in smaller agencies that have fewer complexities in their operational structure. In creating a community policing initiative, several bodies are consulted before creating a strategies framework to base the initiative. Being a small agency unit, the policies used in the initiative should be formulated by the arms of the community involved. Each community should be held responsible for formulating its own community policing initiatives. Many community policing initiatives are created in regards of the recommendation of the particular community. The policies implemented cover the specific requirements of the community, address the security issues in a specific community, create a policing human force that implements the requirements of the initiative effectively and provide the community with the required security and boost its confidence in the police agencies. According to Sparrow, Mark & David (1990) a good community policing initiative requires full corporation from the stakeholders in the community. The author further argues that the stakeholder include the public institution in the community, the community leaders like religious and community leaders and the lowest ranked or praised member of the community.
Measuring of the success of a community policing initiative is based on the success of the initiative to protect the community. Members of the community reaction to a policing initiative portray the success of the initiative. According to Sparrow, Mark & David (1990) if a community policing initiative bring together all factors of the community towards its cause then it is viewed as a good initiative. Additionally, if the policing initiative provides ample security to community members it is also viewed as a good initiative. However, the development of the community is the best way in which the effectiveness of a policing initiative can be measured. Sparrow, Mark & David (1990) argue that a community with an effective poling initiative portrays the same picture in its economic and social development. It is an obvious fact that the success of a location is usually based on the security of the area. A secure area has a good operational environment in which investors feel secure when placing their investments.
Information obtained from community member also has significance in determining the success of policing initiative in an area. For instance, if a community always has positive feedback on its policing agencies then it would be an obvious assumption that its policing initiative is effective. On the other hand, if a community always raises questions on the state of security in its surrounding, it would be assumed that its policing initiative is poor.
The relationship between state security agencies and the community policing initiatives should also be significant. Any community policing initiative should be based on the rules and regulation provided by state security agencies. In an argument by Sparrow, Mark & David (1990) the bond between security agencies and community policing initiative should be transparent and based on existing facts. The author further argues that this is the most effective mode of measurement and information that can effectively evaluate the significance of a community policing initiative.
References
Richardson, J. (1991). Exploratory Study of Present and Potential Relations Between Community Policing and Neighborhood Justice Centers. Washington, D.C.: U.S. Department of Justice, Office of Justice Programs, National Institute of Justice
Sparrow, K., Mark H. & David M. (1990). Beyond 911: A New Era for Policing. New York: Basic Books, Inc.
