Community Problem-Solving Paper

Police Organization and Operation

Alicia Ramirez, Melissa Robinson, Adam Stabler,

Victor Santiago Flores and Omayra Rodriguez

CJA/454

Nicholas Barbella

 08 March 2016

Introduction

Every task has specific procedures to follow for a successful outcome. The same logic applies when managing a city like Junction City. Due to the lack of proper funding, the city has downsized staffing which directly reflects the increase in crime and decrease in success. Along with those issues, the Police Chief has retired leaving the department in a frenzy to handle the lack of control and morale growing in the city. To save the city, the newly assigned Chief of Police must follow specific procedures to ensure a successful turnaround. The steps include, but are not limited, to reviewing all personnel files to make sure all employees are trained and understand new protocol as it comes. This step will weed out any traditional-minded employee that refuses to accept change and is "stuck in their ways." Also, introducing community oriented policing and problem solving (COPPS) using the seven elements of police organizational structure, the chief can determine whether this strategy reduces or increases employee workload and the types of information used in evaluating the progress of the community policing initiative.

Do you envision any problems with traditional thinking officers and supervisors still working in the organization?

        There will be issues with getting the seasoned officers to change the way they think and do things; that is always to be expected. In a report done by the National Institute of Justice, taking an active role as a supervisor has a greater outcome of officers wanting to better themselves as cops as well as bettering their roles in the community and problem solving (Engel, 2003). One issue that will need to be dealt with is the rising stress levels within the organization as the seasoned officers learn to police in a more updated manner as well as handling the ever growing workload. The first step is to have a meeting where everyone can voice their options, suggestions and concerns It will be significant to listen and address each idea in an organized and professional manner so that everyone will feel as though they are part of the team. Next thing to deal with is the moral level within the agency. The higher the moral, the better results will be seen with the officers when they are on duty. Incentives are a great way to motivate; it gives the officers something to work for and will give them a sense of pride when they reach their goals.   Close monitoring of the agents and their actions will help to reduce any problems that may arise. When problems do arise, addressing the issue as soon as possible so that it will keep the stress levels down between the officers and supervisors. Also, looking for any types of corruption within the agency. Being that many of the old officers may have been unsupervised and left to their own devices, some may have fallen victim to the crime that arose in the city (Engel, 2003).   Lastly, replacing officers that are not willing to be a team player and abide by the changes that are being made with new officers that are driven to uphold their oath and want to make the community a safe place for the people to live.