COLLABORATION (FROM COLLABORATION BETWEEN LAW ENFORCEMENT EXECUTIVES AND SOCIAL SCIENTISTS, 1975, BY L SILBERSTEIN AND T EISENBERG - SEE NCJ-59879)

• NCJ Number: 59887
• Author(s): R DIGRAZIA
• Date Published: 1975
• Length: 5 pages
• Corporate Author: National Conference of Christians and Jews, Inc
• Publication Format: Document
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

THE EXPERIENCE OF THE BOSTON, MASS., POLICE DEPARTMENT IN POLICE-SOCIAL SCIENCE COLLABORATION REVEALS THAT THE CHANGE PROCESS IS AS IMPORTANT AS THE CHANGE ITSELF AND THAT POLICE MUST TAKE A STRONGER LEADERSHIP ROLE.

Abstract

AT THE SAME TIME THAT LARGE AMOUNTS OF FEDERAL MONEY BECAME AVAILABLE FOR POLICE RESEARCH, LARGE NUMBERS OF PRIVATE CONSULTANTS WERE LOOKING FOR NEW BUSINESS BECAUSE OF THE DECLINE IN MILITARY CONTRACTS. THESE CONSULTANTS KNEW EXACTLY WHAT THEY WANTED FROM A COLLABORATIVE RELATIONSHIP, BUT POLICE AGENCIES DID NOT. NEGATIVE EXPERIENCES IN POLICE-SCIENCE COLLABORATION INDICATE THAT LAW ENFORCEMENT ADMINISTRATORS SHOULD KEEP TIGHT CONTROL OVER THE CONSULTANT'S WORK BECAUSE THE POLICE DEPARTMENT ULTIMATELY PAYS FOR THE OUTCOME. THE ADMINISTRATOR SHOULD ONLY AUTHORIZE PROJECTS FOR WHICH THE DEPARTMENT HAS A REAL NEED. A COORDINATOR OF PROJECTS SHOULD HAVE ENOUGH AUTHORITY TO SET DEPARTMENTAL PRIORITIES. THE POLICE SHOULD BE ACTIVELY INVOLVED IN THE CHANGES CONTEMPLATED, WHETHER THEY BE IMPROVED KEYPUNCHING OR AUTOMATIC VEHICLE MONITORING SYSTEMS. THE ADMINISTRATOR MUST ALSO THINK THROUGH WHAT THE RESEARCH IS TO ACCOMPLISH BECAUSE VAGUE GOALS MEAN LITTLE SATISFACTION FOR EITHER PARTY. THE POLICE ADMINISTRATOR MUST MAKE SURE ANY RESEARCH IN THE DEPARTMENT IS CONSTRUCTIVE. (GLR)