Chief Davis exhibits many external focuses which in my opinion benefited his department more than they harmed it. While Chief Fortier was more focused on the internal roles he thought necessary to make positive lasting changes in his department. This is not to say Chief Fortier was unsuccessful in all areas or that Chief Davis was successful in all areas. Each Chief took the route he believed would be the most effective at making the changes they saw as most important and each went about it differently. The internal focuses displayed by Chief Fortier centered around making managerial changes to the department he believed would be well received and address weak points he had either identified himself or had been advised of through the management …show more content…
Chief Fortier made internal changes to policy and procedure with a new emphasis on how things were to be done in a more organized manner to include the way warrants were obtained and the allocation of vehicles in the patrol division. These measures were not well received by the department and when the Chief cut court overtime the all out adversarial dynamic between the officers and the Chief was an all out war. Chief Fortier attempted to deal with the police union regarding labor agreements and his agenda for the future but was met with extreme push-back. Dealing with Labor Unions is an external role that is one of the few attempts made by Chief Fortier to be externally focused. The police union ultimately felt that the Chief was against the interests of the officers and the mission became getting Chief Fortier out of office which would make the next five years a hard battle to make positive lasting change. Fortier failed to seize opportunities to improve the communication between the community and the city government which was another missed external opportunity. Though Chief Fortier wanted to make improvements from an internal focus he missed …show more content…
By appropriately judging the needs of the department and city as a whole Chief Davis was able to make a better received change that united the city as well as the department. This is counterintuitive to me as I would think that an internal focus would be better for lasting change but in this case the needs of the city and department dictated outreach and sharing of ideas. Chief Davis embraces one of the most fundamental aspects of a police executive, reaching out and securing support/resources required for successful performance (Cordner, 2016). Filling the role of Chief includes taking on the role of the political go mediator concerning the community/government and the police department itself. Chief Davis must garner support from the city who at this point thought of the police as an “occupying army” rather than an intricate necessary part of a successful thriving Lowell community. Chief Davis made every effort to improve the police department in a way that would also improve the relationship between the police and the policed. Chief Davis used his position to bring the community together and when the community began to become too controlling of the agenda, Davis seized an opportunity to further draw the community together while also gaining better control of the agenda going forward. Chief Davis showed internal leadership when he
I had the privilege to interview Ed Locklear who is employed at the Pembroke Police Department where he serves as the Assistant Chief and Captain of the department. Ed Locklear has 19 years of experience, and says he truly enjoys his job. He has been with the Pembroke agency for 3 years now, and before that he worked at the campus of UNC Pembroke. His job duties are usually to help the Chief with day to day operations, such as training for some of the other men at the agency, ordering equipment that they may need, responding to calls, and patrolling the area every now and then. His typical day as the Captain is patrolling, checking out the area to make sure nothing bad is happening, and business walk throughs to make sure everything is running smoothly and no one is causing any trouble.
“Several officers told us that concern about civilian complaints resulted in avoidance of situations likely to generate complaints. As one officer put it, “A lot of cops are scared to do their jobs.” This has resulted, these officers believed, in officers being less willing to get involved in enforcement actions, especially quality-of-life offenses or stop-and-frisk situations, which officers feel are likely to lead to complaints of abuse” (Robert C. Davis, 9). Due to the rate of crimes there at that time, the police were scared to risk their lives and that the civilians had some kind of dislike towards the police and that made the police uncomfortable with the civilians. But because of the old policy policy, it was said that they paired a younger man with an attitude to an experience officer.
During the 2014 evaluation cycle Det. Thomas developed a strained relationship with some patrol officers, as he included irrelevant material in reports, in a manner to shine light on other officer’s deficiencies. He was instructed not to utilize narratives in that manner but document in memo form and advise. I was also provided information from the prosecutor’s office that they did not like Thomas’s approach with them in reference to warrants, or prosecution of cases, and the feeling as though he was trying to tell them how to do their job. It was then requested that all requests come from me in the communication process as they did not feel as though they would receive cooperation from Thomas.
Leadership takes a lot, it takes character and courage most importantly. Frederick Douglas was a great leader he showed leadership and character all the time especially for being a slave and coming from a rough childhood. There are many others in the Civil War time that showed leadership such as Abraham Lincoln, Robert Lee, and Jefferson Davis. Frederick Douglas was very committed to what he was doing for example, he wanted to learn how to read and he followed through with it and stay committed no matter what happened he would get help from the white boys in the streets while he would say he was running errands, he knew what he was doing. Any time he could get a chance he would read and learned from his master’s wife how to read.
Complaints, like speeding, loud music, and trespassing. Any time you have continuous police presence, crime will decrease. It will not happen overnight, over a week, but slowly things will change and folks will see you that they cannot continue to push drugs and gang activity in those neighborhoods. Even though the resident officer program still exists and is effective, and the officer next door program was effective, but not really in effect, you still have courtesy officers. Courtesy officers live in a apartment complex, condos, townhomes, lofts, or even
Fortier was strong on basic operations, such as cost-cutting measures and reducing the size of the patrol fleet. He included Riverdale Police Officer Association in command staff meetings; he made frequent appearances at roll calls and in ride-alongs. In this style, the chief can be liked and respected or resented if a lack of confidence in the subordinates is displayed. Fortier promoted internally who he felt was good enough; he promoted externally who he felt had the qualities his staff lacked; which made the officers believe he did not think they were suitable. Furthermore, if the areas that lack interest and excitement are neglected; it can become problematic.
Within a police department officers should be able to creatively problem solve not rely on loyalty to the Chief in order to make a decision. In this situation if Sgt. Caperton would have made
From early studies of police departments and law enforcement agencies, their culture is described as authoritarian, cynical, distrustful, elitist, homogeneous, macho, misogynist, monolithic, pessimistic, suspicious, insular, socially isolated and highly resistant to change. Relationships between police officers and the communities they are sworn to protect and serve is often times tense and difficult to maneuver. Police departments can implement an effective mechanism for change as "fish rot from the head first. "
One way all policing agencies could improve is move to more of an intelligence led counterterrorism method. Many of the police departments place very little emphasis on counterterrorism. Outside of the big city, this is an issue that is on the back burner and is referenced here and there. There needs to be educational programs in place for the public as well as the officer on the streets every day. Looking for potential terrorist activity is similar to looking for criminal activity but there are many differences.
The chief executive administrator, top cop, politician, and statesman who establishes these formal styles of management must account the cultivating effect of the community-oriented policing. “The community is an element of the police organizational environment” (Cordner, 2016, p.200). These executives do not decline to tell, selling, and promoting the police department’s product because they are more catalyze on their positions, reputations, and expertise to influence community attitudes and behaviors. A more democratic form of the chief executive is achieving the right balance between giving the police the autonomy that they need to do their work and controlling them at the same time to be a professional. (Ivkovic, 2009)
In the interview with Officer Richard Bucklin, I asked him questions regarding his experiences as a police officer, the highs and lows of being a police officer, his opinions about recent controversial police topics and the challenges he faces everyday. All of his answers were very interesting and informational. I learned a lot when interviewing Officer Bucklin. I started off by asking Officer Bucklin how he got started in his field of work? Officer Bucklin responded saying that he needed a steady job that had a weekly pay.
They have to gather knowledge of the crimes in the area and what the underlying causes of the social problems is. They must create a plan that works to deter crime, and assess the progress of those plans to see if it works or what needs to be changed. Because it is still a newer approach, all departments should (if they already haven’t), create a community policing division that focuses on what is going on in their community around them. Officers need to build trust between themselves and the communities they serve; which means, responding to the calls that are considered “non-emergency. This will help the community not only build trust, but hold the officers more accountable.
As days went by I went with the flow and realizing what it takes to be chief. I decided to give the people there jobs to do like hunt or build shelters. Which seemed to be smart
Communication is key and by re-vamping the internal communications style and playing a video message, instead of using a memo, Bratton brings himself ‘and his opinions closer to the people he had to win over’(Kim & Mauborgne 2003, p. 62). Bratton also uses this more open communication approach to improve the motivation of station commanders and by extension the entire police force who report to them, by producing his Compstat data in meetings for the station commanders it gave Bratton and his senior team an overview of theirs and the entire department’s performance (Kim & Mauborgne 2003). Although arguably the commanders were feeling quite pressured during these meetings, you cannot argue with the results he was able to achieve from them.
So understanding the history of policing is extremely important because it helps to paint a clearer picture of America’s past and present. Law enforcement in America was first established in Boston more than three hundred and fifty years ago. The townspeople during 1631 formed a “watch” made up of six watchmen, one constable, and several volunteers who patrolled at night, walking around making sure everything was in order. Today’s Law enforcement in Boston has evolved includes over 2,000 sworn police members who aid in duties involving highway patrol and traffic enforcement, crowd control, and services within the