NCJ Number
75810
Date Published
1979
Length
0 pages
Annotation
In this interview, a Chief of Police of Stamford, Conn., discusses changes he initiated in a California police department, community planning for safety, police in-service training, neighborhood patrols, and police unions and professionalism.
Abstract
As Chief in Menlo Park, Calif., the speaker applied private-industry management techniques to the police department and eliminated certain paramilitary characteristics. Military titles were dropped, and the responsibilities of patrol officers were increased to include investigative tasks. The changes resulted in increased effectiveness at lower costs. Reasons for the neglect of community planning for safety are also discussed. These include the interference of political conflicts, the operation of departments under crisis management, and the lack of management training for police executives. In addition, the need for comprehensive police in-service training for the great variety of tasks officers must fulfill receives attention. To improve police effectiveness in Stamford, the speaker worked for the decentralization of patrol functions. Using the team concept, officers work in specific neighborhoods on a continuing basis to form closer ties with the community. However, foot patrols are not used because of the great expense involved and the lack of mobilization capability of such patrols for emergency responses. The speaker also discusses the role of police unions in watching out for the interests of policemen and points out that this role should be among the duties of effective police management. Overall, the public appears to be willing to pay good wages to officers but expects a high degree of police professionalism in return. No supplementary materials are provided.