The Center for Problem-Oriented Policing (POP) is a non-profit organization comprising affiliated police practitioners, researchers, and universities dedicated to the advancement of problem-oriented policing.The Center hosts a website, which features problem-oriented policing resources and the POP Guides. The POP Guides include Problem-Specific Guides, Response Guides, and Analytic Tool Guides. The Problem-Specific Guides for Police summarize knowledge about how police can reduce the harm caused by specific crime and disorder problems. The Response Guides summarize the collective knowledge from research and practice about how, and under what conditions, certain common police responses to crime and disorder do and do not work. The Problem-solving Tool Guides explain how various analytical methods and techniques can be applied to improve an understanding of crime and disorder problems. Each guide is informed by a thorough review of the research literature and reported police practice, and each guide is anonymously peer-reviewed by a line police officer, a police executive and a researcher prior to publication. The review process is independently managed by the COPS Office, which solicits the reviews.Other features of the website include a POP glossary, library, learning center, and interactive trainings as well as information about the POP Conference and various awards for excellence in problem-oriented policing.

Keywords: Promising Practices; Research Assessment Report; Briefings; Websites

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Washington Metropolitan Police Department, with approximately 3,800 officers, ranks among the largest in the nation. It confronts many of the same challenges facing large urban local law enforcement agencies but its jurisdiction in the nation's capital requires unique responsibilities requiring personnel with a wide variety of skills and interests. Chief Lanier suggests that the major recruitment and retention challenges facing the department include hiring 1600 officers and 400 civilians in just three years and further reducing officer attrition. Chief Lanier reviewed efforts her department has taken to speed the hiring process. MPD has its own recruitment unit with 35 staff. This staff does its own background checks and medical screening, hires individuals twice a month (instead of once), and takes just three days from test to background check. The Department also hired a professional marketing firm, conducted focus groups with recruits and reengineered their recruiting website. The website also features a "chief concerns" section which encourages officers to anonymously suggest ways to make their job easier and improve the department.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

This article presented and discussed findings from a FBI National Academy symposium on issues that impact recruitment and those aspects and initiatives that contribute to successful recruitment. Throughout the United States, law enforcement agencies of all sizes are facing a significant recruitment problem. To address the problem and identify potential solutions, the FBI National Academy held a symposium on recruitment to exchange ideas and experiences from a valuable resource of participants. Participants provided input on issues, such as applicant expectations, agency requirements, and recruitment challenges. Participants outlined and defined several aspects that could contribute to a successful recruitment effort. Participants felt that for a recruitment initiative to be effective the alignment of a candidate's personal profile with that of the organization must be attained. It was clear that every agency's goal was to match applicant skills and desires with the agency's needs and culture. A two-way effort aids in closing the recruitment gap.

Keywords: Research Assessment Reports; Field; Briefings

Notes: Article; Issue overviews

2001; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Chief Scott's briefing covered the staffing numbers and demographics of his department compared to the community demographics. He discussed major recruiting challenges - including a ten percent annual attrition, achieving a diverse workforce, and the existence of a sixty-college credit minimum for recruits. He reviewed the numerous recruitment strategies that have allowed his department to achieve full staffing in 2006, 2007, and 2008 something that had not occurred since 1998.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Keywords: Research Assessment Report; Briefings; Field

Notes: Major City Chiefs Human Resources Subcommittee. ; Federal Bureau of Investigation National Executive Institute. Conf Author(s): Conference on Recruitment, Hiring and Career Development (1994 : Saint Louis, Mo.)28 cm.sponsored by the Major City Chiefs Human Resources Subcommittee and the Federal Bureau of Investigation National Executive InstituteConference publication (cnp)Book

Publisher: Federal Bureau of Investigation National Executive Institute, 1995; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Dr. Lim briefing suggests that while the military can offer many lessons in recruitment and retention for local law enforcement agencies it, unlike most police departments, has a large recruiting force and budget. Nevertheless, Dr. Lim reports that there are five ways local law enforcement agencies can improve recruiting without additional resources: (1) put one leader in charge of the entire recruiting process; (2) let everyone know that you are hiring; (3) identify untapped local markets; (4) not all applicants are equally viable; process them according to their viability; and, (5) not all recruiters and background investigators are equally productive; reward high performers.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

The number of offenders on probation or parole is on the rise and a large number of senior officers are nearing retirement as the group of candidates for the positions decline. Innovative and dynamic strategies need to be utilized in today's job market to be effective. Hiring is the first hurdle; candidates then must be successfully trained and retained. The challenge is confronting pressing needs without loosing sight of the future. Plans are described to facilitate community corrections agencies and questions are posed to incite strategic thinking. The need for workplace planning is underscored and "organization culture" is studied. Recruitment and retention suggestions are offered. Case studies, lists of related publications, web sites as well as "To Do" lists and "Voices from the Field" are included. Contributions were made by the National Institute of Corrections' Workforce Development Advisory Workgroup and community corrections practitioners, academicians, and other experts across the nation.

Keywords: Research Assessment Reports; Promising Practices; Briefings

Publisher: Center for Innovative Public Policies, Inc., 2006; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

Keywords: Research Assessment Reports; Briefings

Notes: Great Britain. Parliament. House of Commons. Home Affairs Committee.30 cm."House of Commons, Session 1999-00."/ "[HC] 77."Police training and recruitmentHome Affairs Committee.Government publication (gpb); National government publication (ngp)Book

Publisher: House of Commons, Home Affairs Committee, 1999; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Retention expenses which include separation costs, recruitment costs, selection costs, new employee costs, and other "soft" costs (such as those departments incur when they forego proactive policing work because of staffing shortages) amount to $100,000 for each officer lost to a department. As a result, the best way to reduce the demand on recruiting resources is for a department to reduce attrition. Orrick cites numerous internal and external reasons for departure including officer's immediate supervisor, uncompetitive salaries, lack of career growth, unmet job expectations, inadequate feedback, insufficient recognition, or lack of training that officers may seek for career growth. The briefing offers suggestions on what law enforcement agencies can do to retain officers including, conducting "stay" interviews with the best officers, holding supervisors accountable for retention, making salaries competitive, offering flexible compensation, enhancing recognition and career development, offering career assessment and counseling, encouraging varied work experiences, and addressing personal and family issues.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Keywords: Briefings

Notes: Great Britain. Parliament. House of Commons. Home Affairs Committee.30 cm."House of Commons, Session 1998-99."/ "[HC] 392-i."Delays in the Immigration and Nationality Directorate; Accountability of the Security ServiceHome Affairs Committee.Government publication (gpb); National government publication (ngp)BookISBN: 0102329990; 9780102329995

Publisher: House of Commons, Home Affairs Committee, 1999; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Keywords: Briefings

Notes: Great Britain. Parliament. House of Commons. Home Affairs Committee.30 cm."House of Commons, Session 1998-99."/ "[HC] 83-i."Work of HM Inspectorate of ConstabularyHome Affairs Committee.Government publication (gpb); National government publication (ngp)BookISBN: 0102055998; 9780102055993

Publisher: House of Commons, Home Affairs Committee, 1999; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Keywords: Briefings; Field

Notes: SAINT LOUIS UNIVERSITY PUBLIC LAW REVIEW 0898-8404; 2003; VOL 22; NO 1 Provider: OCLC

Publisher: St Louis University School of Law; 2003, 2002; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

This report provides the following information on the 1998 Australian National Workshop on Recruitment from Ethnic Communities: aim, date and location, delegates, planning, program format, themes, general comment, recommendations, and a summary of workshop discussions. The aim of the workshop was to produce a national strategy for the effective recruitment and retention of people from culturally and linguistically diverse backgrounds. Workshop themes were the strengths and weaknesses of past recruitment strategies, primary target groups, entrance testing, preparatory courses, marketing, retention strategies, and using cultural skills. A general comment notes that the workshop reflected jurisdictional interest in identifying best practice models with regard to recruitment, training, and retention of people from ethnic communities. This was pursued in the context of developing principles, standards, practices, and procedures for police recruitment that may be considered for adoption by Police Services on a national basis as stated in the charter of the National Police Ethnic Advisory Bureau. The seven workshop recommendations and a summary of workshop discussions are provided.

Keywords: Research Assessment Reports; Briefings; Field

Notes: Downloaded May 8, 2001Document; Conference/meeting materials

Publisher: Australasian Police Multicultural Advisory Bureau, 1998; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Hurricane Katrina, one of the costliest and deadliest hurricanes to strike the United States, wreaked extraordinary havoc on New Orleans and its institutions. In the year following the storm, both authorized and actual end officer strength decreased by about one-sixth, or by about 300 officers. Two briefings, one from New Orleans Police Superintendent Warren J. Riley and another from RAND researcher Jeremy M. Wilson tell the story of catastrophe and rebuilding in New Orleans. At the request of the New Orleans Police Department, RAND identified practical and low cost initiatives that could be implemented in New Orleans to improve recruitment and retention of police officers. The RAND recommendations focused on five areas: compensation; career management and the promotion process; recruiting; the mix of officers and civilians in the department; and morale. The study discussed at the Summit can be found at http://www.rand.org/pubs/monographs/MG585/.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Only one in ten of the over 100,000 people who apply for the police force yearly are chosen the first time. Applicants must be ready for the process and this manual written by police officers explains all aspects of police recruitment from completing the application to the role playing exercises to improve one's possibility of being chosen for the police force.

Keywords: Promising Practices; Briefings; Field

Notes: MarchAvailable for distribution in: USA, UNITED KINGDOM, AUSTRALIABook

Publisher: Learning Matters, 2007; source: Research Institution; ISBN: 9781846410185 1846410185 (Trade Paper); region: Domestic; occupation: Police-related; peer-reviewed: No

Dr. Taylor reported on a national study PERF conducted in 2002 (with NIJ-funding) to understand the nature and extent of the "cop crunch" and identify agency & jurisdiction-level policies/practices that facilitate the recruiting and hiring of quality personnel (including women/minorities). The survey findings indicate that most law enforcement agencies have few resources, no dedicated recruitment unit and small budgets for recruitment and retention. The PERF findings are the most recent national findings of their kind and describe the various recruiting, application, selection, and salary and benefits information for about 1,000 law enforcement agencies surveyed. The study discussed at the Summit can be found at http://www.ncjrs.gov/pdffiles1/nij/grants/213800.pdf.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Dr. Rostker asserts that many of the recruitment and retention issues that local law enforcement agencies face are similar to those that the military faces. Both are market-driven, hierarchical rank systems in which recruits typically enter at the bottom and are promoted through the ranks. Promotions are offered on a competitive basis, peg pay to time of and grade in service, and offer early retirement options. The police and the military also have similar life-cycle events in careers for their personnel and require data-driven personnel systems. Research that helped the military address many of the issues it shares with police agencies might be adapted for law enforcement use. This includes research on how to build a high-quality force and its effects, increasing pay to improve retention, and appealing to new age groups.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Dr. Miller's briefing focused on examining the personnel issues that police departments face, what police departments are doing to address these issues and what police agencies can learn from military experience in recruitment and retention. Dr. Miller suggested that law enforcement can benefit from the military's analysis of survey and demographic data; the needs assessment methods the military uses to examine personnel supply and demand dynamics; and military efforts to retain personnel through initiatives such as general pay increases and additional pay for special duties, educational benefits for those agencies wish to retain, faster promotion for the most qualified, and lateral movement programs to address staffing problems in specific areas. Dr. Miller also observed that police agencies may learn from other agencies' innovations and suggested that national leadership is required to deal with police personnel issues.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Hurricane Katrina, one of the costliest and deadliest hurricanes to strike the United States, wreaked extraordinary havoc on New Orleans and its institutions. In the year following the storm, both authorized and actual end officer strength decreased by about one-sixth, or by about 300 officers. Two briefings, one from New Orleans Police Superintendent Warren J. Riley and another from RAND researcher Jeremy M. Wilson tell the story of catastrophe and rebuilding in New Orleans. At the request of the New Orleans Police Department, RAND identified practical and low cost initiatives that could be implemented in New Orleans to improve recruitment and retention of police officers. The RAND recommendations focused on five areas: compensation; career management and the promotion process; recruiting; the mix of officers and civilians in the department; and morale. The study discussed at the Summit can be found at http://www.rand.org/pubs/monographs/MG585/.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

The recruitment and retention practiced by law enforcement agencies' of candidates with the qualities and skills needed by a modern police force are covered in this text. The authors note the lack of a systemized recruiting plan at municipal agencies and examine everything from announcing vacancies to future trends in hiring.

Keywords: Promising Practices; Research Assessment Report; Briefings; Field

Notes: PeriodicalsBook Review-No Opinion

1994; source: Journal; ISBN: ISSN 0091-4169; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The chairs of the New York State Legislature Committees on Government Operations, Local Governments, Codes, and Health as well as members of local governments met as part of the Temporary Legislative Joint Committee on Disaster Preparedness to focus on the needs of the Emergency First Responders. Testimony was heard on issues ranging from funding sources, recruitment, training, and equipment challenges. The need for cohesive systems is discussed and the challenges caused by gaps in the terrorism response infrastructure are reviewed.

Keywords: Briefings

Notes: New York (State).; Legislature.; Assembly.; Standing Committee on Governmental Operations.29 cm.Hearing held March 8, 2004, Albany, N.Y.; Roann M. Destito, chair./ Includes index./ Also available in electronic format.Emergency first responders, equipment, recruitment and trainingAssembly Standing Committee on Governmental Operations ... [et al.].Government publication (gpb); State or province government publication (sgp); Internet resource (url)Book; Internet Resource Date of Entry: 20040802

Publisher: Associated Reporters Int'l., 2004; source: Newspaper/Magazine; ISBN: LCCN: 2004-438260; region: Domestic; occupation: Not police-related; peer-reviewed: No

Deputy Chief Owens reported on his department's efforts to increase the staffing of the 7th largest police department in the United States by 1200 officers over the next 10 years. Fueled by a sales tax increase for this purpose, the Las Vegas Metropolitan Police Department is using the following strategies: (1) robust advertising; (2) strong Internet presence; (3) establishment of recruitment councils for Hispanics, African-Americans, women, Asian Americans, and military personnel; (4) offering bonuses for existing officers who recruit new officers; (5) expansion of out-of-state testing; (6) testing which better predicts the probability of an applicant completing the hiring process; (7) expanding the number of academies offered; and, (8) improvement of retention efforts.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Dr. Scrivner briefed the audience on challenges facing the law enforcement field, the changing nature of the industry, and the new skill sets required to be a successful police officer. She compared and contrasted a recruit of the 1970s and 1980s to that of today and suggested that the industry needs to dramatically change the way they conceptualize recruitment and retention in order to attract the office of today. Dr. Scrivner finished with a discussion of the COPS-funded Hiring in the Spirit of Service projects including the successes of the projects and lessons learned from their design and implementation.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

This report presents discussion topics and recommendations from a conference that focused on probation and parole image, the recruiting market, qualifications, training, and motivation. A discussion of probation and parole professional image considered the low image often held of probation and parole officers and how this image can be upgraded. Consideration of the market for prospective employees focused on volunteers, former military personnel, police officers, college job fairs. Some recruitment issues addressed were restrictions on entry age, paid advertising, and the effect of pregnancies and extended maternity leave on the caseloads of the rest of the staff. Qualifications discussed were writing ability, personnel reflection of community composition, the desire to help people, educational requirements, testing, substantive background checks, certification requirements, background requirements, and the interview process. Other issues discussed were training and motivation. Recommendations focused on standardization of professional requirements, a national campaign to upgrade professional image, an analysis of personnel inadequacies, and involvement of the FBI in a training program.

Keywords: Briefings

Notes: Report on a conference on Recruitment and Retention held on September 15-16, 1993, in Alexandria, Va.Article; Conference/meeting materials

1994; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

Law enforcement recruitment has historically been a reactive process, positions are filled as they vacate and there is no forethought to be inclusive of young members of the community into the criminal justice system. The system has shown to be both expensive and unproductive; therefore a model has been developed to recruit young men and women in pre-service which will have the added benefit of creating a pool of applicants.

Keywords: Promising Practices; Briefings

Publisher: Florida Criminal Justice Executive Institute, 1999; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Chief Pineiro's briefing demonstrates how a large urban department tackles the continuous issue of recruitment and retention of personnel. The New York City Police Department (NYPD) has more than 35,000 officers and between 2002 and 2008 hired more than 18,000 officers. The department is seeking to "sell and brand the NYPD's image" as a "premier employer of choice" as well as appeal to changing generational preferences. Chief Pineiro explained how a low-starting pay for officers (which has since been increased) posed particular challenges to department recruiting. The department emphasizes pay growth, benefits, and chances to advance, including opportunities to gain advanced degrees to attract and retain officers. Methods of attracting recruits are discussed; critical among them is the department's recruiting website and the URL (nypdrecruit.com) appears in all recruiting ads. The department's efforts to collect data to measure the effectiveness of its recruiting program are also reviewed.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

The Army, Navy, Air Force, and Marine Corps together spent more than $600 million on recruiting advertising in 2007, a 150 percent increase over that spent in 1999. The armed services are also spending more on Internet and cable TV advertising than in the past. Does this advertising produce enlistments? This documented briefing presents the results of an econometric analysis that used data from 2002 to 2004 to explore this and the following questions: How does advertising compare with such alternatives as offering bonuses or adding more recruiters? Which service's advertising efforts are most effective? Does this depend on the size or mix of the budget? Finally, what are the inter-service effects--have the increases in advertising spending by the Navy, Air Force, and Marine Corps harmed the Army's recruiting efforts? Dertouzos discusses these issues and their implications for military recruiting policy.

Keywords: Briefings; Research Assessment Reports

Publisher: RAND, 2009; source: Research Assessment Reports; ISBN: 9780833045669; region: Domestic; occupation: No-related; peer-reviewed: Yes

This briefing focuses on the Marine Corps Recruiting Command's efforts to find, screen, and enlist qualified individuals into the Marine Corps. The briefing detailed the recruiting cycle, enlistment process and branding and advertising efforts used to attract individuals to service. Choike and Zeliff suggest that like local law enforcement agencies, the Marine Corps seeks to attract individuals with "dignity" goals of personal achievement and respect for self and others. They also described several measures of effectiveness for the $140 million in advertising the Marine Corps spends to attract recruits, including measures of ad recall and action taken because of the ads.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

The mission of the United States Department of Justice (DOJ) is to enforce the law anddefend the interests of the United States according to the law; to ensure public safetyagainst threats foreign and domestic; to provide federal leadership in preventing andcontrolling crime; to seek just punishment for those guilty of unlawful behavior; and toensure fair and impartial administration of justice for all Americans.The DOJ website contains information about the Department and its agencies, pressreleases, resources and publications, as well as employment opportunities.

Keywords: Promising Practices; Research Assessment Report; Briefings; Data; Websites; Technical Assistance/Training; Funding

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

The International Association of Chiefs of Police will soon launch a Discover Policing website that will help law enforcement agencies address their continuing recruiting challenges.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Mr. Deal's presentation suggests that while recruitment is a problem for many law enforcement organizations they've yet to make it a priority, lack a recruitment strategic plan or planning process, and produce advertising that is out of date (because law enforcement doesn't have a solid understanding of the market). The briefing also highlights specific ways the recruitment process itself undermines effective recruitment and discusses ways to improve both the recruitment and retention processes.

Keywords: Briefings

2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No