NCJ Number
98434
Journal
Police Volume: 17 Issue: 8 Dated: (April 1985) Pages: 9-10,12,14,44,46
Date Published
1985
Length
7 pages
Annotation
With financial constraints limiting external police resources, innovations to extract values from existing resources in Northampton, England were needed to improve policing.
Abstract
In 1981, the force was organized along classic hierarchical and authoritarian lines, technological expertise was limited, and communications with headquarters were sketchy. Maurice Buck, the new Chief Constable, ordered the force to review itself. Using participation by policemen in the review led to a loosening of the internal structure, reallocation of resources, and the institution of policing by objective (PBO). The initial broad PBO targets were set in relation to resources and a unique public attitude survey that showed police-public contact to be low and a desire by citizens for more foot patrols. The nine major objectives ranged from increasing the burglary detection rate and reducing car theft to increasing the range of contacts between police and community groups. An additional 39 objectives were formulated at the subdivisional and departmental levels. Initial problems in management were remedied by the implementation of a computerized, countywide management information system and data base. To date, the reorganization of the force has resulted in more positive public attitudes, including increased satisfaction with police, more foot patrols, increased public reporting of crime, fewer complaints against police, and more flexible and sensitive response to touchy situations such as confrontations during the recent miners' strike.